CHAPTER – 1
1 INVENTORY MANAGEMENT
INTRODUCTION:
Every enterprise needs inventory for smooth running of it’s activities. It serves as a link between production and distribution process. There is, generally, a time lag between the recognition of a need and its fulfillment. The greater the time lag, the higher requirements for inventory. It also provides a cushion for future price fluctuations. In a complex industry like Kesoram Industries Limited it studied clearly of how the thing are being performed and what is the real impact of these on industry and how effectively the inventory is utilized is interested to be known by researcher because of its great significance in the research.
IMPORTANCE OF THE STUDY: Decisions Relating to Inventories are taken primarily by executives in productions, purchasing, and marketing departments. Usually, raw material policies are shaped by purchasing and production executives, work-in-process inventory is influenced by the decisions of production executives, and finished goods inventory policy is evolved by production and marketing executives. Yet, as inventory management has important financial implications, the financial manager has the responsibility to ensure that inventories are properly monitored and controlled. He has to emphasize the financial point of view and initiate programmes with the participation and involvement of others for effective management of inventories.
2 NEED OF THE STUDY:
Every industry on average spends 70% on raw materials (inventory). Therefore there is a need to know the raw material cost and also there is great importance to understand the inventory management system of this industry. The study helps a log to various departments to take steps to control the inventory process.
OBJECTIVES OF THE STUDY:
1. To examine the organization structure of inventory management in the stores of HERITAGE FOODS. 2. To discuss pattern, levels and trends of inventories in HERITAGE FOODS.
3. To understand the various inventory control techniques followed by studies in HERITAGE FOODS. 4. To access the performance of inventory management of the HERITAGE FOODS by selected accounting ratios. 5. To know the inventory control techniques of HERITAGE FOODS.
SCOPE OF THE DATA
3 The overall inventory management includes design and inventory control organization with proper accountability establishing procedure for inventory handling disposal of scrap, simplification, standardization.
1. The report will not provide exact Budgetary System status and position in HERITAGE FOODS it may vary from time to time and situation to situation. 2. The study is limited unto the date and information provided by HERITAGE FOODS and its annual reports
METHODOLOGY OF THE STUDY:
The study is based on both primary and secondary data. The primary data has been collected through structured questionnaire reflecting inventory management practices of HERITAGE FOODS. The collected data is tabulated and suitable interpretation had been made by considering the data collection through secondary data like annual reports purchase registers, storage records of the organization.
LIMITATIONS OF THE STUDY:
The study has the following limitations: 1. The study is limited only for a period of 5 years i.e., from 2007 – 08 to 2012-13. 2. The limitations of ratio analysis can be applicable of the study.
4 3. There may be approximation in calculating ratios and taking the figures from the annual reports.
CHAPTER-2
5 REVIEW OF LITERATURE
The investment in inventories constitutes the most significant part of current assets / working capital in most of the undertakings. 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 as and when required and also to minimize investment in inventories. Meaning and Nature of Inventory: In accounting language, inventory may mean the stock of finished goods only. In a manufacturing concern, it may include raw materials, work- in – progress and stores etc. Inventory includes the following things: a) Raw Material: Raw material from a major input into the organization. They are required to carry out production activities uninterruptedly. The quantity of raw materials required will be determined by the rate of consumption and the time required for replenishing the supplies. The factors like the availability of raw materials and Government regulations etc., too affect the stock of raw materials. b) Work in progress: The work in progress is that stage of stocks which are in between raw materials and finished goods. The quantum of work in progress depends upon the time taken in the manufacturing process. The quantum of work in progress depends upon the time
6 taken in the manufacturing process. The greater the time taken in manufacturing, the more will be the amount of work in progress.
c) Consumables: These are the materials which are needed to smoother the process of production but they act as catalysts. Consumables may be classified according to their consumption add critically. Generally, consumable stores doe not create any supply problem and firm a small part of production cost. There can be instances where these materials may account for much value than the raw materials. The fuel oil may form a substantial part of cost. d) Finished goods: These are the goods, which are ready for the consumers. The stock of finished goods provides a buffer between production and market, the purpose of maintaining inventory is to ensure proper supply of goods to customers. e) Spares: The stock policies of spares fifer from industry to industry. Some industries like transport will require more spares than the other concerns. The costly spare parts like engines, maintenance spares etc., are not discarded after use, rather they are kept in ready position for further use. All decisions about spares are based on the financial cost of inventory on such spares and the costs that may arise due to their non – availability. BENEFITS OF HOLDING INVENTORIES Although holding inventories involves blocking of a firm’s and the costs of storage and handling, every business enterprise has to be maintain certain level of inventories of facilitate un – interrupted production and smooth running of business. In the absence of inventories a firm will have to make purchases as soon as it receives orders. It will mean loss of time and delays in execution of orders which sometimes may cause loss of customers and business.
7 A firm also needs to maintain inventories to reduce ordering cost and avail quantity discounts etc.
There are three main purpose of holding inventories. 1. The transaction motive: This facilitates continuous production and timely execution of sales order. 2. The precautionary motive: Which necessitates the holding of inventories for meeting the unpredictable changes in demand and supplies of materials 3. The speculative motive: Which induces to keep inventories for taking advantage of price fluctuations, saving in re–ordering costs and quantity discounts RISK AND COSTS OF HOLDING INVENTORIES The holding of inventories involves blocking of firms funds and incurrence of capital and other costs. The various costs and risks involved in holding inventories are: Capital costs: Maintaining of inventories results in blocking of the firms financial resources. The firm has therefore to arrange for additional funds to meet the cost of inventories. The funds may be arranged from own resources or from outsiders. But in both the cased, the firm incurs a cost. In the former case, there is an opportunity cost of investment while in the later case; the firm has to pay interest to t he outsiders. 1. Storage and Handling Costs: Holding of inventories also involves costs on storage as well as handing of materials. The storage of costs include the rental of the godown, insurance charges etc. 2. Risk of Price decline: There is always a risk of reduction in the prices of inventories by the supplies, competition or general depression in the market.
8 3. Risk of Obsolescence: The inventories may become absolute due to improved technology, changes in requirements, change in customer tastes etc. 4. Risk Determination in quality: The quality of materials may also deteriorate while the inventories are kept. Objects of Inventory Management Definition of Inventory Management: Inventory Management is concerned with the determination of optimum level of investment for each components of inventory and the operation of an effective control and review of mechanism. The main objectives of inventory management are operational and financial. The operational objective mean that the materials and spares should be available in sufficient quantity so that work is not disrupted for want of inventory. The financial objective means that inventory should not remain idle and minimum working capital should be locked in it.
The following are the objectives of inventory management: 1. To ensure continuous supply of materials, spares and finished goods so that production should not suffer at any time and the customers demand should also be met. 2. To avoid both over – stocking and under – stocking of inventory. 3. To maintain investment in inventories at the optimum level as required by the operational and sales activities. 4. To keep material cost under control so that they contribute in reducing the cost of production and overall costs. 5. To eliminate duplication in ordering or replenishing stocks. This is possible with the help of centralizing purchases.
9 6. To minimize loses through deterioration, pilferages, wastages and damages. 7. To ensure perpetual inventory control so that materials shown in stock ledgers should be actually lying in the stores. 8. To ensure right quality goods at reasonable prices. Suitable quality standards will ensure proper quality of stocks. The price – analysis, the cost analysis and value – analysis will ensure payment of proper prices. 9. To facilitate furnishing of data for short – term and long – term planning and control of inventory.
TOOLS AND TECHNIQUES OF INVENTORY MANAGEMENT A proper inventory control not only helps in solving the acute problem of liquidity but also increases profit and causes substantial reduction in the working capital of the concern. The following are the important tools and techniques of inventory management and control. 1. Determination of stock levels: Carrying of too much and too little of inventory is detrimental to the firm. If the inventory level is too little, the firm will face frequent stock outs involving heavy ordering cost and if the inventory level is too high it will be unnecessary tie up of capital. An efficient inventory management requires that a firm should maintain an optimum level of inventory where inventory costs are the minimum and at the same time there is no stock out which may result in loss or sale or shortage of production. a) Minimum stock level: It represents the quantity below its stock of any item should not be allowed to fall. Lead time: A purchasing firm requires sometime to process the order and time is also required by the supplying firm to execute the order.
10 The time in processing the order and then executing it is know as lead time. Rate of Consumption: It is the average consumption of materials in the factory. The rate of consumption will be decided on the basis of past experience and production plans. Nature of materials: The nature of material also affects the minimum level. If a material is required only against the special orders of the customer then minimum stock will not be required for such material. Minimum stock level can be calculated with the help of following formula. Minimum stock level – Re – ordering level – (Normal consumption x Normal re – order period) b) Re – ordering Level: When the quantity of materials reaches at a certain figure then fresh order is sent to get materials again. The order is sent before the materials reach minimum stock level. Re – ordering level is fixed between minimum level maximum level. c) Maximum Level: It is the quantity of materials beyond which a firm should not exceeds its stocks. If the quantity exceeds maximum level limit then it will be over – stocking. Overstocking will mean blocking of more working capital, more space for storing the materials, more wastage of materials and more chances of losses from obsolescence. Maximum stock level – Reordering Level + Reorder Quantity – (Maximum Consumption x Minimum reorder period) d) Danger Stock Level: It is fixed below minimum stock level. The danger stock level indicates emergency of stock position and urgency of obtaining fresh supply at any cost.
11 Danger Stock level = Average rate of consumption x emergency delivery time. e) Average Stock Level: This stock level indicates the average stock held by the concern. Average stock level = Minimum stock level + ½ x reorder quantity.
2) Determination of Safety Stocks: Safety stock is a buffer to meet some unanticipated increase in usage. The demand for materials may fluctuate and delivery of inventory may also be delayed in such a situation the firm can be face a problem of stock out. In order to protect against the stock out arising out of usage fluctuations, firms usually maintain some margin of safety stocks. Two costs are involved in the determination of this stock that is opportunity cost of stock outs and the carrying costs. If a firm maintains low level of safety frequent stock outs will occur resulting into the larger opportunity costs. On the other hand, the larger quantity of safety stocks involves carrying costs.
3) Economic Order Quantity (EOQ): The quantity of material to be ordered at one time is known as economic ordering quantity. This quantity is fixed in such a manner as to minimize the cost of ordering and carrying costs. Total cost material = Acquisition Cost + Cost + Carrying Costs + Ordering Cost. Carrying Cost: It is the cost of holding the materials in the store.
12 Ordering Cost: It is the cost of placing orders for the purchase of materials. EOQ can be calculated with the help of the following formula EOQ = 2CO / I Where C = Consumption of the material in units during the year O = Ordering Cost I = Carrying Cost or Interest payment on the capital.
4) A – B – C – Analysis: (Always better control analysis): Under A – B – C Analysis. The materials are divided into 3 categories viz., A, B and C. Almost 10% of the items contribute to 70% of value of consumption and this category is called ‘A’ category. About 20% of the items contribute about 20% of value of category ‘C’ covers about 70% of items of materials which contribute only 10% of value of consumption.
5) VED Analysis: (Vitally Essential Desire) The VED analysis is used generally for spare parts. Spare parts classified as Vital (V), Essential (E) and Desirable (D). The vital spares are a must for running the concern smoothly and these must be stored adequately. The ‘E’ type of spares is also necessary but their stocks may be kept at low figures. The stocking of ‘D’ type spares may be avoided at times. If the lead time of these spares is less, then stocking of these spares can be avoided.
6) Inventory Turnover ratio:
13 Inventory turnover ratios are calculated to indicate whether inventories have been used efficiently or not. The inventory turnover ration also known as stock velocity is normally calculated as sales / average inventory of cost of goods sold / average inventory. Inventory conversion period may also be calculated to find the average time taken for clearing the stocks. Symbolically. Inventory Turnover Ratio = Cost of goods sold ______Average inventory at cost
(Or) Net sales = ______(Average) Inventory And, Inventory conversion period = Days in a year ______Inventory Turnover ratio
7) Classification and Codification of Inventories: The inventories should first be classified can then code numbers should be assigned for their identification. The identification of short names are useful for inventory management not only for large concerns but also for small concerns. Lack of proper classification may also lead to reduction in production. Generally, materials are classified accordingly to their nature such as construction materials, consumable stocks, spares, lubricants etc. After classification the materials are given code numbers. The coding may be done alphabetically or numerically. The later method is generally used for coding.
14 The class of materials is assigned two digits and then two or three digits are assigned to the categories of items divided into 15 groups. Two numbers will be category of materials in that class. The third distinction is needed for the quality of goods and decimals are used to note this factor. 8) Valuation of inventories – Method of valuation: FIFO method LIFO method Base Stock method Weighted average price method
CRITERIA FOR JUDGING THE INVENTORY SYSTEM While the overall objective of the inventory system is to minimize the cost to the firm at the risk level acceptable to management, the more proximate criteria for judging the inventory system are: Comprehensibility Adaptability Timeliness
Area of improvement: Inventory management in India can be improved in various ways. Improvements could be affected through.
Effective Computerization: Computers should not be used merely for accounting purpose but also for improving decision making. Review of Classification: ABC and FSN classification must be periodically reviewed.
15 Improved Coordination: Better coordination among purchase, production, marketing and finance departments will be help in achieving greater efficiency in inventory management.
Development of long term relationship: Companies should develop long term relationship with vendors. This would help in improving quality and delivery.
Disposal of obsolete / surplus inventories: Procedures for disposing obsolete / surplus inventories must be simplified.
Adoption of challenging norms: Companies should set benchmarks with global competitors and use ideals like JIT to improve inventory management.
Inventory cost – an overall view:
Introduction: In financial parlance, inventory is defined as the sum of the value of the raw materials, fuels and lubricants spare parts maintenance consumable semi – processed materials and finished goods stock at any giving point of time. The operational definition of inventory would be amount of raw materials, fuel and lubricants, spare parts and semi – processed materials to be stock for the smooth running of the plant / industry.
16 Need of Inventory: Inventories are maintained basically for the operational smoothness which they can be affected by uncoupling successive stages of production, whereas the monetary value of the inventory serves as a guide to indicate the size of the investment made to achieve this operational convenience. The materials management departments’ primary function is to provide this operational convenience with a minimum possible investment in inventories. Materials department is accused of both stock outs as well a large investment in inventories. The solution lies in exercise a selective inventory control and application of inventory control techniques. Inventories build to act as a cushion between supply and demand. It is sufficient to take care of the requirements of demand till the next supply arrives. It is sufficient to take care of probable delays in supply as well as probable variations in demand. The size of the inventory depends upon the factors such as size of industry internal lead time for purchase, supplier’s lead time, vendor relations availability of the materials, annual consumption of the materials. Inventory coat can be controlled by applying Modern Techniques viz., ABC analysis, SDE, ESN, HMC, VED etc. These techniques can be used effectively with the help of computerization.
What is meant by inventory cost :
A. The total value of stores and spares and capital spares. B. Stores in transit and under inspection and C. Stock of finished products. Normally, there are certain problems in maintaining optimum level of inventory. Problems of inventory can be resolved by the cost implications. Costs which are relevant for consideration are discussed in the following lines;
17 Basically there are four costs for consideration in developing and inventory model. 1. The cost of placing a replenishment order. 2. The cost of carrying inventory. 3. The cost of under stocking and 4. The cost of over stocking.
The cost of ordering and inventory carrying cost are viewed as the supply side costs and help in the determination of the quantity to be ordered for each replenishment. The under stocking and over stocking costs are viewed as the demand side costs and help in the determination of the amount of variations in demand and the delay in supplies which the inventory should withstand. Whenever an order placed for stock replenishment, certain costs are involved, and, for most practical purpose it can be assumed that the cost per order is constant. The ordering cost may vary depending upon the type of items, for example raw material like steel against production component like castings in steel plants, support materials in the case of coal industry.
The cost ordering includes: 1) Paper work costs, typing and dispatching an order. 2) Follow up costs the follow up, the telephones, telex and postal bills etc., 3) Costs involved in receiving of the order, inspection, checking and handling in the stores. 4) Any set up cost of machines charged by the supplier, either directly indicated in quotations or assessed through quotations of various quantities. 5) The salaries and wages of the purchase department.
18 Cost of Inventory carrying: This cost in measured as of the unit cost of the item. This measure gives basis for estimating what is actually costs a company to carry stock.
This cost includes: 1) Interest on capital. 2) Insurance and tax charges. 3) Storage costs – labor costs, provision of storage area and facilities like bins, racks etc., 4) Transport bills and hamali charges. 5) Allowance for deterioration or spoilages. 6) Salaries of stores staff. 7) Obsolescence. The inventory carrying cost varies and a major portion of this is Accounted for by the interest on capital.
Under stocking cost: This cost is the cost incurred when an item is out of stock. It includes cost of lost production during the period of stock out and the extra cost per unit which might have to be paid for an emergency purchase.
Over stocking cost: This cost is the inventory carrying cost (which is calculated per year) for a specific period of time. The time varies in different contexts – it could be the lead time of procurement of entire life time of machine. In the case of one time purchases, over cost would be = Purchase Price – Scrap Price.
19 INVENTORY VALUATION AND COST FLOWS: What is the cost of inventory? One can readily visualize the determination of inventory quantities by physical count or by use of perpetual inventory records. When this quantity is determined, it must be multiplied by a unity cost in order to determine the inventory value that is used on financial statements. Trade and quantity discount are to be excluded from unit cost since these discount exist for the purpose of defining the true invoice cost of merchandise. Cash discounts, on the other hand, have been considered as a reward for early payment and as a penalty for late payment. The “reward” has often been interpreted as a loss rather than as a part of unit cost. Thus it would not be difficult to find difference of opinion as to whether invoice cost includes or excludes cash discount. When the “current replacement cost” of material on hand at the close of a year is less than the actual cost, the inventory value is reduced to replacement cost (current market price). Thus the acceptable basis inventory valuation is the “lower of cost or market” or more properly the “lower of actual cost or replacement cost”. The determination of inventory values is very important from the point of view of the balance sheet and the income statement since costs not included in the inventory (the balance sheet) are considered to be expensive and are thus included in the income statement.
Valuation of inventories – methods of determination: Although the prime consideration in the valuation of inventories is cost, there are a number of generally accepted methods of determining the cost of inventories at the close of an accounting period. The most commonly used methods are first – in first out (FIFO) average, and last – in first – out (LIFO). The selection of the method for determining cost for inventory valuation is important for it has a direct bearing on the cost of goods sold and consequently
20 on profit. When a method is selected, it must be used consequently and cannot be changed for year to year in order to secure the most favorable profit for each year.
THE FIFO METHOD (FIRST – IN FIRST – OUT METHOD) Under this method it is assumed that the materials or goods first received are the first to be issued or sold. Thus, according to this method, the inventory on a particular date is presumed to be composed of the items which were acquired most recently. The value inventory would remain the same even if the “perpetual inventory system” is followed. Advantage:- The FIFO method has the following advantages. 1) It values stock nearer to current market prices since stock is presumed to be consisting of 2) The most recent purchases. 3) It is based on cost and, therefore, no unrealized profit enters into the financial accounts of the company. 4) The method is realistic since it takes into account the normal procedure of utilizing or selling those materials or goods which have been longer longest in stock.
Disadvantages:- The method suffers from the following disadvantages. 1) It involves complicated calculations and hence increases the possibility of clerical errors. 2) Comparison between different jobs using the same type of material becomes sometimes difficult. A job commenced a few minutes after another job may have to bear an entirely different charge for materials because the first job completely exhausted the supply of materials of the particular lot. The FIFO method of valuation of inventories is particularly suitable in
21 The following circumstances. I. The materials or goods are of a perishable nature. II. The frequency of purchases is not large. III. There are only moderate fluctuations in the prices of materials or goods purchased. IV. Materials are easily identifiable as belonging to a particular purchase lot.
The LIFO method (Last – in – First – Out method) This method is based on the assumption that last item of materials or goods purchased are the first to be issued or sold. Thus, according to this method, inventory consists of items purchased at the earliest cost. Advantages: - This method has the following advantages: 1) It takes into account the current market conditions while valuing materials issued to different jobs or calculating the cost of goods sold. 2) The method is base on cost and, therefore, no unrealized profit or loss is made on account of use of this method. The method is most suitable for materials which are of bulky and non – Perishable type.
Base Stock Method: This method is based on the contention that each enterprise maintains at all times a minimum quantity of materials or finished goods in its stock. This quantity is termed as base stock. The base stock is always valued at this price and it’s carried forward as a fixed asset. Any quantity over and above the base stock is valued in accordance with any other appropriate method. As this method aims at matching current costs to current sales, the LIFO method will be most suitable for valuing stock of materials or finished goods other than the base stock. The base stock method has advantage of charging out material /
22 goods at actual cost. Its other merits or demerits will depend on the method which is used for valuing materials other than the base stock.
Weighted average price method: This method is based on the presumption that once the materials are put into a common bin, they lose their identity. Hence, the inventory consists of no specific batch of goods. The inventory is thus priced on the basis of average priced on the quantity purchased at each price. Weighted average price method is very popular on account of its being based on the total quantity and value of materials purchased besides reducing number of calculations. As a matter of fact the new average price is to be calculated only when a fresh purchase of materials is made in place of calculating it every now and then as is the case with FIFO, LIFO methods. However, in case of this method different prices of materials are charged from production particularly when the frequency of purchases and issues/sales in quite large and the concern is following perpetual inventory system. Valuation of inventories – impact on the flow of costs: As should be quite evident, the different methods of calculating inventory values will all have their impact on the flow of costs through the balance sheet into the income statement. The dollars that are paid to acquire inventory are always divided between the balance sheet (inventories) and the income statement (cost of goods sold), there is not other place to put them. Thus if the different methods of calculating inventory produce differing inventory values, they will also produce differing cost of goods sold figures, and the differing cost of goods sold figures will naturally produce differing profit figures. In order show the impact of inventory valuation on cost flows, the preceding exhibits are summarized. Each method produces a different figure for the transfer of raw materials to work in process. These differences appear
23 small, but the only reason for this is that the dollar amounts have been kept small to make the illustration workable. With the transfer of materials to work in process, the cost flow or transfer with have its impact on the work in process inventory and the transfer of completed merchandise to finished gods. Ultimately when goods are sold; the varying methods of valuing inventories will have their impact on cost of goods sold and these profits. The effects of the cost flows on cost of gods sold and profits can be accentuated further it the differing methods of valuing inventories are applies to work in process and finished goods.
Evaluation of methods – What causes the differences? The differences in inventory values and flows for each of the method illustrated result from only one factor, that it, changing purchases prices or unit costs. If purchase prices had remained stable or unchanged, each method would have produced the same inventory value and cost flow.
Cost flows and inventory are exactly the some under stable prices. With a falling price level, the LIFO method produces the highest cost flow and the lowest inventory. With a falling price level, the LIFO method produces the lowest cost flow and highest inventory. The cost flow under LIFO follows the price level, LIFO produces larger cost flows when prices are rising and smaller cost flows when prices are falling. A final item to consider is that the average method produces results which fall between the extremes of LIFO and FIFO. Evaluation of methods – can we justify the differences? The best method of inventory valuation might be “specific identification”, that is, the units in inventory should be identified with the specific invoices and thus specific unit costs to which they apply. Fortunately, the FIFO method constitutes a very useful approximation to the specific identification method if on can reasonably assume that the
24 actual flow of materials is first-in first-out. This assumption is not unreasonable and thus we have stated the main argument for the FIFO inventory scheme, that is, the physical flow of materials would match the flow of costs under the first – in first – out method. When the units in inventory are identical, interchangeable and do not follow any specific pattern of physical flow, the average cost system would seen to appropriate. The primary difference between the FIFO and average methods is centered on the physical flow since both methods could involve identical and interchangeable units. The FIFO method fits a first-in first-out physical flow. The average method fits a system which has no specific pattern of physical flow. Finding a situation where there is no specific pattern of physical flow should be quite difficult because of the fact that most inventory items are subject to deterioration by instituting a person would attempt to reduce such deterioration and any reasonable person would attempt to reduce such deterioration by instituting a physical flow approximating first-in-first-out. The major reason for the use of the average method is something other than the lack of specific physical flow. Ordinarily the LIFO method cannot be justified on the basis of the physical flow of materials. Under conditions of changing prices, the advocate of LIFO says that the only method which matches costs and revenues is the LIFO method. The LIFO method assumes that the latest item is the first item out, and thus the current costs of materials are matched with the other hand, assumes that the first item in is the first item out, and thus the non-current costs of matching current costs with current revenues is the essence of the argument for the LIFO method. As can be seen by the above comments, there is no one best method of valuing inventories. The method chosen should fit the situation. A physical flow pattern comparable to FIFO would force one to consider the FIFO method. The lack of a discernible physical flow pattern would force one to
25 consider the average method. Concentration on cost flows, as distinct from physical flows, would force to consider the LIFO method especially where there appears to be a discernible trend towards rising prices (or falling prices) as has been the case in our economy during recent years.
Inventories valued at standard cost: A very useful method of valuing inventories is at a standard cost. With a standard cost system is no need of spending a great deal of time and money tracing unit cost through perpetual inventory record.
PERPETUAL INVENTORY CARD UNDER A STANDARD COST SYSTEM Perpetual inventory Plant: …………………… Standard cost:…………………… Location:……………………………………… Order Quantity:………..………... Order Point: …………………..… Available Date Description On order Received Issued On order On hand
As shown above, there is need only for physical quantities since the inventory values is the physical quantity multiplied by the standard cost. With the cost and value columns disposed off, a perpetual inventory card can include additional data such as quantities on order, quantities reserved, and quantities available. These additional data are very useful for inventory and production control purpose. On the basis of a few calculations concerning into inventories on a FIFO, a LIFO, or an average cost basis.
Inventory of Obsolescence:
26 Absolvent inventories cannot be used or disposed off at values carried on the books. Frequent reviews should be made of all inventories, and when obsolescence is indicated a request for revaluation should be prepared for approval by management. The difference between original and obsolete value should be recorded by a change to operating account. Inventory obsolescence, and a credit to inventory. If the material is scrapped, this will be for the full inventory value or used in areas where it will be work less than its
Original value, the entry would be only for the amount of write down. Some companies carry a selvage inventory and transfer to it materials which may be sold or used at reduced values. Where this is done, the entry would be: Dr. Salvage inventory Dr. Inventory Obsolescence. Cr. Raw Material inventory or Supplies inventory.
Inventory cost in relation HERITAGE FOODS shall to classifieds follows: Inventory can be classified as capital and revenue certain items through titled as capital in nature. Hence, due care is to be take whole drawing the material. Materials which are to be imported from other countries have to be planned well in advance nearly about 24 months are to initiate the proposals for procurement. Similarly some of the items do not require any lead time some they are available in the local market. Cement is highly energy intensive industry, the inputs like power and coal are the major part of the variable cost since Government controls the coal & fuel sector, and increase is rates adversely effects the cement industry.
27 Kesoram cement has it own power plant and through which it saves energy consumption. By this the cost since Government controls the coal & fuel sector, any increase rates adversely effects the cement industry. Inventory cost of any organization also adversely affects by retaining obsolete / scraps and inventory costs can be reduced by management with an advance planning of procurement of materials, periodical reviews of existing spares with reference to the fast consumption, ascertaining the information regarding the availability of spares in other areas. Holding of extra inventory will be an additional financial burden to the company due to payment of interest charges on the materials purchased, diminishing value of materials purchased, diminishing value of materials by keeping them in stores for a log time, handling charges, spare rent etc., The inventory of Kesoram cement mainly includes Limestone, Bauxite, Gypsum, Fly ash. Inventory in Kesoram Cement during 2008-09 to 2012-13 are as follows: (Units in m.t)
Years 2008-09 2009-10 2010-11 2011-12 2012-13
Limestone 1042230 974490 956940 968730 1239443 Bauxite 49637 44256 41872 431151 64961 Gypsum 23243 20703 21747 23091 38765 Fly ash 5752 10301 18101 33695 159344
The value of the above raw materials for the year 2006-10 are as follows: (Value in Rs.)
28 Inventory in Kesoram Cement during 2008-09 to 2012-13.
Years 2008-09 2009-10 2010-11 2011-12 2012-13
Limestone 122161492 13853482 13853482 157130922 243412189
Bauxite 32294775 27971993 27971993 23488745 38552277
Gypsum 19613001 17100574 17100574 19699583 49061196
Fly ash 28203 644473 644473 2546948 20223404
Value of imported and indigenous raw materials, stores, spare parts and components consumed during the year:
29 Imported
Years 2008-09 2009-10 2010-11 2011-12 2012-13
Raw Materials 95354856 593002633 666190014 491339625 1454235982 Stores spare parts and 522588043 522588043 75345209 131624912 42279637 components
30 (Imported Raw materials and Stores spare parts and components)
Indigenous
Years 2008-09 2009-10 2010-11 2011-12 2012-13
Raw Materials 1104787879 3995869418 3558875426 4117405138 7906341716 Stores spare parts and 611204564 981990949 189149420 1365664385 3868715827 components
31 Indigenous Raw Materials Stores spare parts and components.
CEMENT FACTORY RUNS WITH VARIOUS EQUIPMENTS: I. TECHNICAL DEPARTMENT 1. MINES 2. MECHANICAL 3. ELETRICAL 4. CIVIL II. COMMERCIAL DEPARTMENTS 1. STORES 2. PURCHASE 3. ACCOUNTS
TO RUN THE PLANT AND MAINTAIN EQUIPMENTS DEPARTMENTS REQUIRE SPARES. FOR SUCH REQUIREMENT OF SPARES
32 DEPARTMENTS RAISE INDENTS AND SEND THE INDENTS TO PURCHSE DEPARTMENT THROUGH STORES.
INDENTS: 1) ANNUAL INDENTS FOR CONSUMABLE ITEMS (STORES ITEMS). 2) REGULAR INDENTS RAISED BY CONSUMING DEPARTMENTS. 3) ANNUAL REQUIREMENT OF RAW MATERIALS PROMOP & QC.
ENQUIRIES: 1) ENQUIRES WILL BE SENT APPROVED SUN CONTRACTORS.
ORDER PROCESSING FORM: 1) RECEIVING QUOTATIONS FROM SUB – CONTRACTORS. 2) ENTER THE PRICE DETAILS OF ENQUIRY SENT IN THE ORDER PROCESSING FORM. 3) SELECTION OF PARTY ON MERIT BASIS. PURCHASE ORDER: 1) PREPARE PURCHSE ORDER ON SELECTED PARTY. 2) SEND PURCHASE ORDER COPIES TO PARTY, STORES AND DEPARTMENTS.
GOODS RECEIPT NOTE: 1) RECEIVING GOODS RECEIPT NOTE FROM STORES.
33 PURCHASE DEPARTMENT:
ACTIVITY RECEIVING INDENTS:
FLOW CHART:
Receipt of annual indents for consumable items / stores items from
stores department.
Checking of indent number an authority of item, delivery time
consumption period.
In case of any deficiency, send the information to concerned
department for clarification.
Segregation of indents for attending at C.P.D. and Hyderabad
Office.
Sent the Hyderabad indents to Hyderabad Office.
Enter the indents details in indent register.
34 PURCHASE DEPARTMENT PURCHASE ENQUIRY
Ms. Sl. When Material Code Department Quantity Unit No. Required
ACTIVITY: FLOATING ENQUIRIES: FLOW CHART: Checking indented items and equipment name. Taking previous supplier’s information form previous supply. If new equipment / item, information to be taken from concerned department or from competitors / journals / yellow pages. Prepare enquiry to approved sub – contractors through enquiry format. If emergency requirement, send the enquiries through fax / e-mail. Enter the details of enquiries sent in order processing form.
35 PURCHASE DEPARTMENT ORDER PROCESSING FORM
Material Sl. Indent Code Description Size Qty 1 2 3 4 5 6 Remarks No. Ref No.
ACTIVITY: PREPARATION OF ORDER PROCESSING FROM FLOW CHART: Receiving quotation against enquiries sent. Enter price and other of the quotation received from sub – contractors in the order processing from. Mention the earlier purchase details of indented items against each item in the order processing form if available. Put up the processing from with enquiry and quotations to head (purchase). Examine order processing from with decide the sub – contractor to whom purchase order to be placed.
PURCHASE DEPARTMENT
36 PURCHASE ORDER Sl. Indent Item Description Qty Rate Unit Amount No. No. Code
ACTIVITY: PREPARATION OF PURCHASE ORDER FLOW CHART: Prepare purchase order after finalization of price and other technical terms mentioning the following details. 1. Material code 2. Indent number 3. Material specification & part number 4. Quantity 5. Rate 6. Payment and other terms & conditions Stipulation of terms of test certificate / ibr / manufacture’s certificate where applicable. Fill in and attach the purchase order review proforma to purchase order. Send the prepared purchase order to head (purchase) and competent authority for approval. Send the purchase order to identified approved sub – contractor. Send the purchase order copies to store and concerned departments. Enter the details of purchase order in purchase order register. PURCHASE DEPARTMENT AMENDMENT / CANCELLATION OF ORDER
37 Price / Quantity Amended Price / Material Code Material as per Order Quantity
ACTIVITY: ORDER AMENDMENT, ORDER FOLLOW UP AND INFORM THE SUPPLIER FOR THE REJECTIONS / DAMAGES / SHORTAGES: FLOW CHART: Issue of amendments in case of modification to purchase order. Review the pending order and follow up the pending order for breakdown requirement. Send regular reminders to suppliers against pending purchase order every month. Receive shortage / excess / damages report from stores for the material received. Information the supplier for the rejections / damage / excess / shortage.
PURCHASE DEPARTMENT
ACTIVITY: IMPORTS:
38 FLOW CHART: Receipt of indents for import items from stores department.
Taking previous / item, information to be taken from concerned
department or from competitors / journals / Yellow pages.
Send enquiry to overseas supplier.
Receiving quotations against enquiries sent.
Enter price and other terms of the quotations received from
overseas supplier in the order processing form.
Examine order processing form and decide the sub – contractor to
whom purchase order to be placed.
Prepare purchase order after finalization of price and other
technical terms mentioning the following details.
1) Material code
2) Indent number
3) Material specification & part number
4) Quantity
5) Rate
6) Payment
7) Insurance and other terms and conditions.
Send the prepared purchase order to head (purchase) and
competent authority for approval.
Send the purchase order to overseas supplier.
39 Send the purchase order copies to stores and concerned
departments.
Prepare IC documents and submit to bank for onward transmission
to overseas supplier.
Receive shipping documents from overseas supplier and send same
to clearing agents for collection of the material.
STORES DEPARTMENT
ACTIVITY: RECEIPTS AND UNLOADING MATERIAL
40 Receiving of Goods through Trunk / Personnel Delivery.
Entry of vehicle at Gate Office.
Stamping on Dispatch Advise / Delivery challan by Gate Office.
Checking of challans / Dispatch Advise with purchase order.
Unloading of Goods at allotted place or in case of urgency direct at
works site.
All safety precautions are taken while unloading of material like
workers should wear safety shoes, helmets, leather head gloves,
noise respirator, nose mask.
Training is given to workers for unloading Heavy & Bulky material
by using chain pulley Blocks, Wire Rope Ceilings, Fork Lift. After
UIL receipt acknowledgement given to driver maintaining Lorry
receipts register.
STORES DEPARTMENT
41 ACTIVITY: PREPARATION OF RECEIPT AND APPROVAL BOOK
FOR GENERAL MATERIAL / D.C. ENTER OF BLOCK, REPAIR AND
STATIONARY MATERIAL MANUALLY IN REGISTER
Sorting of Delivery challans as below:
a) General
b) Stationery
c) Repairs
d) Block
Checking with P.O. and mentioning Material Code, Party Code,
Indent No. Department Name on each & every challans.
Creation of D.C. entry in system for general materials.
Preparation of identification tags for General Materials through
system.
Preparation of Receipt & Approval Book for General materials.
Manual entry of block, stationery, repairs materials.
Preparation of intimations for block, stationery, repairs materials.
42 STORES DEPARTMENT
ACTIVITY: PHYSICAL VERIFCATION OF GOODS:
All D.C. handed over to stores assistant physical verification like
measuring, counting and tallying with D.C.’s Quantity /
Description of the materials by the Stores Assistant.
Identification tags to be attached to the verified material. Shortage /
Excess / Damages if any found to be noted on challans and inform
to section incharge.
Preparation of Shortage / Excess / Reports if any sending to parties
under copy to purchase / bills sections.
STORES DEPARTMENT
43 ACTIVITY: APPROVAL OF MATERIAL AND PREPARATION OF
GOODS RECEIPT NOTES:
Intimation is be sent to all the concerned departments. Showing
materials to concern person.
Taking approval of the material in receipt & approval book.
Preparation general material in receipt & approval book.
Preparation general material GRN’s through system and
stationery / block / repairs GRNs manually.
Forwarding true copy to issue section of GRN for general material
forwarding true copy to issue section of GRN for General material
forwarding true copy of block / Repair / Stationery GRN to issue
section and copy to purchase department.
STORES DEPARTMENT
ACTIVITY: REJECTED MATERIALS
Rejected materials kept in allotted area of rejected materials.
Packing of rejected materials.
Preparation of gate passes for rejected materials.
Sending back to suppliers through our Hyderabad Office.
Sending consignee copy to party vides Register Letter for booking
of Register goods to party’s other than.
STORES DEPARTMENT
44 ACTIVITY: EXCISE GATE PASSES
Sending duplicate for transport copy of excise invoice from
suppliers delivery challans.
Mentioning A.B. Sl. No. and named of concerned department.
Duplicate for transport copy of excise invoice over to bills section
for sending the same to Excise Department.
Corresponding with supplier. If the Excise Invoice is not found
with delivery challans.
STORES DEPARTMENT
ACTIVITY: RECEIPTS OF MEDICINES
Physical verification of Medicines as per Invoices.
Verification of expiry date on medicines.
Verification of MRP.
Sending shortage / excess note if any found.
Taking approval of Medical Officer.
Sending Rejection notes if any medicine is rejected.
Issuing to dispensary.
Bills forwarding to Account Department vide IOM for making the
payment.
45 CHAPTER – 3
46 3.1 Industry Profile History of Indian Foods Industry
Retailing is one of the pillars of the economy in India and accounts for 35% of GDP. The retail industry is divided into organized and unorganized sectors. Over 12 million outlets operate in the country and only 4% of them being larger than 500 sq ft (46 m2) in size. Organized retailing refers to trading activities undertaken by licensed retailers, that is, those who are registered for sales tax, income tax, etc. These include the corporate-backed hypermarkets and retail chains, and also the privately owned large retail businesses. Unorganized retailing, on the other hand, refers to the traditional formats of low-cost retailing, for example, the local kirana shops, owner manned general stores, paan/beedi shops, convenience stores, hand cart and pavement vendors, etc.
Most Indian shopping takes place in open markets and millions of independent grocery shops called kirana. Organized retail such supermarkets accounts for just 4% of the market as of 2008. Regulations prevent most foreign investment in retailing. Moreover, over thirty regulations such as "signboard licenses" and "anti-hoarding measures" may have to be complied before a store can open doors. There are taxes for moving goods to states, from states, and even within states.
3.1.1 Growth
An increasing number of people in India are turning to the services sector for employment due to the relative low compensation offered by the traditional agriculture and manufacturing sectors. The organized retail market is growing
47 at 35 percent annually while growth of unorganized retail sector is pegged at 6 percent. An investment to The Retail Business in India is currently at the point of inflection. Rapid change with the tune of US $ 25 billion is being planned by several Indian and multinational companies in the next 5 years. It is a huge industry in terms of size and according to management consulting firm Technopak Advisors Pvt. Ltd., it is valued at about US $ 350 billion. Organized retail is expected to garner about 16-18 percent of the total retail market (US $ 65-75 billion) in the next 5 years.
India has topped the A.T. Kearney’s annual Global Retail Development Index (GRDI) for the third consecutive year, maintaining its position as the most attractive market for retail investment. The Indian economy has registered a growth of 8% for 2007. The predictions for 2008 are 7.9%. The enormous growth of the retail industry has created a huge demand for real estate. Property developers are creating retail real estate at an aggressive pace and by 2010, 300 malls are estimated to be operational in the country.
With over 1,000 hypermarkets and 3,000 supermarkets projected to come up by 2011, India will need additional retail space of 700,000,000 sq ft (65,000,000 m2) as compared to today. Current projections on construction point to a supply of just 200,000,000 sq ft (19,000,000 m2), leaving a gap of 500,000,000 sq ft (46,000,000 m2) that needs to be filled, at a cost of US$15– 18 billion.
According to the Icier report, the retail business in India is estimated to grow at 13% from $322 billion in 2006-07 to $590 billion in 2011-12. The unorganized retail sector is expected to grow at about 10% per annum with sales expected to rise from $ 309 billion in 2006-07 to $ 496 billion in 2011- 12.
3.1.2 The Indian Retail Market
48 Indian market has high complexities in terms of a wide geographic spread and distinct consumer preferences varying by each region necessitating a need for localization even within the geographic zones. India has highest number of outlets per person (7 per thousand) Indian retail space per capita at 2 sq ft (0.19 m2)/ person is lowest in the world Indian retail density of 6 percent is highest in the world. 1.8 million Households in India have an annual income of over 45 lakh.
Delving further into consumer buying habits, purchase decisions can be separated into two categories: status-oriented and indulgence-oriented. CTVs/LCDs, refrigerators, washing machines, dishwashers, microwave ovens and DVD players fall in the status category. Indulgence-oriented products include plasma TVs, state-of-the-art home theatre systems, iPods, high-end digital cameras, camcorders, and gaming consoles. Consumers in the status category buy because they need to maintain a position in their social group. Indulgence-oriented buying happens with those who want to enjoy life better with products that meet their requirements. When it comes to the festival shopping season, status-oriented segment that contributes largely to the retailer’s cash register.
While India presents a large market opportunity given the number and increasing purchasing power of consumers, there are significant challenges as well given that over 90% of trade is conducted through independent local stores. Challenges include: Geographically dispersed population, small ticket sizes, complex distribution network, little use of IT systems, limitations of mass media and existence of counterfeit goods.
3.1.3 Major Indian Retailers
Indian apparel retailers are increasing their brand presence overseas, particularly in developed markets. While most have identified a gap in
49 countries in West Asia and Africa, some majors are also looking at the US and Europe. Arvind Brands, Madura Garments, Spykar Lifestyle and Royal Classic Polo are busy chalking out foreign expansion plans through the distribution route and standalone stores as well. Another denim wear brand, Spykar, which is now moving towards becoming a casualwear lifestyle brand, has launched its store in Melbourne recently. It plans to open three stores in London by 2008-end.
The low-intensity entry of the diversified Mahindra Group into retail is unique because it plans to focus on lifestyle products. The Mahindra Group is the fourth large Indian business group to enter the business of retail after Reliance Industries Ltd, the Aditya Birla Group, and Bharti Enterprises Ltd. The other three groups are focusing either on perishables and groceries, or a range of products, or both.
PGC Retail -T-Mart India Switcher , Respect India , Grand India Bazaar ,etc., REI AGRO LTD Retail-Formats:6TEN Hyper & 6TEN Super RPG Retail-Formats: Music World, Books & Beyond, Spencer’s Hyper, Spencer’s Super, Daily & Fresh Pantaloon Retail-Formats: Big Bazaar, Food Bazaar, Pantaloons, Central, Fashion Station, Brand Factory, Depot, aLL, E-Zone etc. The Tata Group-Formats: Westside, Star India Bazaar, Steel junction, Landmark, Titan Industries with World of Titans showrooms, Tarnish outlets, Chromes. K Raheja Corp Group-Formats: Shoppers Stop, Crossword, Hyper City, In orbit Lifestyle International-Lifestyle, Home Centre, Max, Fun City and International Franchise brand stores. Pyramid Retail-Formats: Pyramid Megastore, TruMart
50 Nilgiri’s-Formats: Nilgiris’ supermarket chain Subhiksha-Formats: Subhiksha supermarket pharmacy and telecom discount chain. Trinethra- Formats: Fabmall supermarket chain and Fabcity hypermarket chain Vishal Retail Group-Formats: Vishal Mega Mart BPCL-Formats: In & Out Reliance Retail-Formats: Reliance Fresh Reliance ADAG Retail-Format: Reliance World German Metro Cash & Carry Shoprite Holdings-Formats: Shoprite Hyper Paritala stores bazar: honey shine stores Aditya Birla Group - more Outlets Kapas- Cotton garment outlets
51 52 3.2 Company profile
3.2.1 Heritage at a Glance: The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is one of the fastest growing Private Sector Enterprises in India, with four-business division’s viz., Dairy, Retail, Agri, and Bakery under its flagship Company Heritage Foods (India) Limited (HFIL). The annual turnover of Heritage Foods crossed Rs.1096 corers in 2010-11.
Presently Heritage’s milk products have market presence in Andhra Pradesh, Karnataka, Kerala, Tamil Nadu and Maharashtra and its retail stores across Bangalore, Chennai and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts and these are backbone to retail operations.
In the year 1994, HFIL went to Public Issue to raise resources, which was oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock Code: 519552) and NSE (Stock Code: HERITGFOOD)
3.2.2 About Founder
Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic, Progressive and Visionary Leaders of the 21st Century. With an objective of bringing prosperity in to the rural families through co-operative
53 efforts, he along with his relatives, friends and associates promoted Heritage Foods in the year 1992 taking opportunity from the Industrial Policy, 1991 of the Government of India and he has been successful in his endeavor.
At present, Heritage has market presence in all the states of South India. More than three thousand villages and five lakh farmers are being benefited in these states. On the other side, Heritage is serving more than 6 lakh customers needs, employing more than 700 employees and generating indirectly employment opportunity to more than 5000 people. Beginning with a humble annual turnover of just Rs.4.38 crores in 1993-94, the sales turnover has reached close to Rs.300 crores during the financial year 2005-2006.
Sri Naidu held various coveted and honorable positions including Chief Minister of Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives & Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small Industries Development Corporation, and Chairman of Karshaka Parishad.
Sri Naidu has won numerous awards including " Member of the World Economic Forum's Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time Asia ), " Business Person of the Year " (Economic Times), and " IT Indian of the Millennium " ( India Today).
Sri Naidu was chosen as one of 50 leaders at the forefront of change in the year 2000 by the Business Week magazine for being an unflinching proponent of technology and for his drive to transform the State of Andhra Pradesh.
3.2.3 Forward looking statement:
54 We have grown, and intended to grow, focusing on harnessing our willingness to experiment and innovate our ability to transform our drive towards excellence in quality, our people first attitude and our strategic direction.
3.2.4 Mission
Bringing prosperity into rural families of India through co-operative efforts and providing customers with hygienic, affordable and convenient supply of “Fresh and Healthy " food products.
3.2.5 Vision
To be a progressive billion dollar organization with a pan India foot print by2015.
To achieve this by delighting customers with "Fresh and Healthy" food products those are a benchmark for quality in the industry.
We are committed to enhanced prosperity and the empowerment of the farming community through our unique "Relationship Farming" Model.
To be a preferred employer by nurturing entrepreneurship, managing career aspirations and providing innovative avenues for enhanced employee prosperity.
Heritage Slogan:
55 o When you are healthy, we are healthy o When you are happy, we are happy o We live for your "HEALTH & HAPPINESS"
Quality policy of HFIL:
We are committed to achieve customer satisfaction through hygienically processed and packed Milk and Milk Products. We strive to continually improve the quality of our products and services through up gradation of technologies and systems.
Heritage's soul has always been imbibed with an unwritten perpetual commitment to itself, to always produce and provide quality products with continuous efforts to improve the process and environment.
Adhering to its moral commitment and its continuous drive to achieve excellence in quality of Milk, Milk products & Systems, Heritage has always been laying emphasis on not only reviewing & re-defining quality standards, but also in implementing them successfully. All activities of Processing, Quality control, Purchase, Stores, Marketing and Training have been documented with detailed quality plans in each of the departments.
Today Heritage feels that the ISO certificate is not only an epitome of achieved targets, but also a scale to identify & reckon, what is yet to be achieved on a continuous basis. Though, it is a beginning, Heritage has initiated the process of standardizing and adopting similar quality systems at most of its other plants.
3.2.9 Commitments:
Milk Producers:
56 Change in life styles of rural families in terms of:
Regular high income through co-operative efforts. Women participation in income generation. Saved from price exploitation by un-organized sector. Remunerative prices for milk. Increase of milk productivity through input and extension activities Shift from risky agriculture to dairy farming Heritage Financial support for purchase of cattle; insuring cattle Establishment of Cattle Health Care Centers Supplying high quality Cattle feed Organizing "Rythu Sadasu" and Video programmers for educating the farmers in dairy farming
3.2.10 Customers:
Timely Supply of Quality & Healthy Products Supply high quality milk and milk products at affordable prices Focused on Nutritional Foods More than 4 lakh happy customers High customer satisfaction 24 hours help lines ( <10 complaints a day)
57 3.2.11 Employees:
Enhancing the Technical and Managerial skills of Employees through continuous training and development Best appraisal systems to motivate employees Incentive, bonus and reward systems to encourage employees Heritage forges ahead with a motto "add value to everything you do"
3.2.12 Service:
Highest impotence to investor service; no notice from any regulatory authority since 2001 in respect of investor service Very transparent disclosures
3.2.13 Suppliers:
Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavoured drinks Alfa-Laval: supplier of high-end machinery and technical support Focusing on Tetra pack association for products package.
3.2.14 Society:
Potential Employment Generation
58 More than 3500 employees are working with heritage
More than 9500 procurement agents got self employment in rural areas
More than 5000 sales agents associated with the company
Employment for the youth by providing financial and animal husbandry support for establishing MINI DAIRIES Producing highly health conscious products for the society
3.2.15 Qualities of management principles:
1. Customer focus to understand and meet the changing needs and expectations of customers. 2. People involvement to promote team work and tap the potential of people. 3. Leadership to set constancy of purpose and promote quality culture trough out the organization. 4. Process approach to assess the efficiency and effectiveness of each process. 5. Systems approach to understand the sequence and interaction of process. 6. Factual approach to decision making to ensure its accuracy. 7. Continual improvement processes for improved business results. 8. Development of suppliers to get right product and services in right time at right place.
3.2.16 Product/Market wise performance:
The total turnover is Rs 341 Crores during the financial year 2010-11 against the turnover of 292.02 Crores in 2009-10. Today Heritage
59 distributes quality milk & milk products in the states of A.P, Karnataka, and Kerala & Tamil nadu.
During the year 2006-07 liquid milk sales was Rs.28329.79 lakhs against Rs.24525.23 lakhs in the previous year. The sales of miik products including bulk sales of cream, ghee and butter were recorded Rs 5781.59 lakhs against Rs 4677.21 lakhs.
3.2.17 Milk sales:
23% growth was recorded in AP 2.38 lakhs litres per day (LLPD) in 2010-11 against 1.93 LLPD in 2009-10. 13% growth was recorded in Tamilnadu-1.53 LLPD in 2010-11against 1.35 LLPD in 2009-10. Overall growth of 6% was recorded- 5.49 LLPD in 2010-11against 5.16 LLPD. Flavoured milk sales recorded a growth rate of 77% over 2009-10. Butter milk sales have gone up by 45% over 2009-10.
3.2.18 Outlook:
Considering the growth potential in the liquid milk market, the company has drawn plans to increase its market share in the existing markets and to enter into new markets there by doubling revenues in dairy business in the next 3 years. To achieve this object, company is undertaking major expansion in dairy business by inverting over Rs 20 crores during 2010-11 and over Rs 10 crores during the current year to strengthen the milk procurement.
3.3 Intellectual Property Policy
All Members have utmost obligation to identify and protect the intellectual properties, trade secrets and confidential information owned by the Company and its clients or associates as it is critical to the success of the
60 company. "Intellectual Property Rights" (IPR) means generally patented or potentially patentable inventions, trademarks, copyrightable subject matters and trade secrets.
CORPORTE OPPORTUNITIES Members owe a duty to the Company to advance its legitimate interests when the opportunity to do so arises and are expressly prohibited from improper use of information / property or taking improper advantage of their position. PREVENTION OF INSIDER TRADING Insider trading is prohibited both by the Law as well as by the company policy. Insider trading generally involves the act of subscribing to or buying or selling of the Company's securities, when in possession of any Unpu blished Price Sensitive Information about the company.
"Price sensitive information” is such information, which relates directly or indirectly to the company and which if published is likely to materially affect the price of securities of the Company. It is important to note that both positive and negative information could be price & sensitive.
Members shall not derive benefit or assist others to derive benefit or assist them to derive benefit on their behalf by giving investment advice from the available access to and possession of information about the Company, which is not in public domain and thus constituting insider information. Members shall comply with the prevention of insider trading guidelines as issued by Securities Exchange Board of India (SEBI). SECURITIES MARKET POLICY
The Company is committed to comply with securities laws in all the markets in which the Company's securities are listed. The company prohibits
61 fraudulent and unfair trade practices with regard to the securities of the Company by all Members.
CONFIDENTIALITY OF INFORMATION POLICY The Company's confidential information is a valuable asset. Members shall understand that protection of all confidential information is essential. Members should undertake and be committed to protecting business and personal information of confidential nature obtained from clients, associates and employees.
Any information concerning the Company's business, its customers, suppliers etc which is not in the public domain and to which the Members have access or possesses such information, shall be considered confidential and held in confidence, unless authorized to disclose or such disclosure is required as a matter of law. Members shall not provide any information either formally or informally, to the press or any other publicity media, unless specially authorized to do so. COMPLIANCE WITH LAWS, RULES AND REGULATIONS
Members should comply with all applicable laws, rules, and regulations, both in letter and spirit. In order to assist the Company in promoting the lawful and ethical behavior, Members have to report any possible violation of law, rules, regulations or the code of conduct to the Company Secretary.
3.3.1 Protection and proper use of company’s assets
All Members have the responsibility to protect the assets of the company, ensure optimal utilization of assets and to report and record all transactions. Members shall protect the Company's assets from loss, damages, misuse or theft and assets may only be used for business purposes and other
62 purposes specifically approved by management and must never be used for any personal or illegal purposes.
3.3.2 Competition policy
The Company shall compete only in an ethical and legitimate manner. It prohibits all actions that are anti- competitive or otherwise contrary to laws that govern competitive practices in the market place. Members shall uphold the same.
3.3.3 Selecting suppliers
The Company's suppliers make significant contribution to its success. The Company's policy is to purchase / avail supplies based on need, quality, service, price and other commercial terms and conditions. Suppliers should be selected based on merit, price, quality and performances. The Company's policy is to select significant suppliers through a competitive bid process wherever possible. Under no circumstance should the Company or its employee, agent or contractor attempt to coerce suppliers in any way.
3.3.4 Environment, health and safety policy
Members shall take environmental consciousness a step further as a company and contribute to preserving nature as well as safety measures in own respective work areas. All Members are responsible for conducting safe and environmentally sound operations; this is in the interest of our own well- being and the quality of life of others. Members shall abide by this policy.
63 3.3.5 Elimination of child labour
It is the Company's policy not to support child labour. The Company is committed to implement the provisions of the Child Labour (Prohibition and Regulation) Act, 1986. To, promote this the Company encourages its suppliers also to work towards a no child labour policy in their industries. Members shall strictly observe that no child labour is employed in the company.
3.3.6 Abolition of forced labour
The Company strictly prohibits forced or compulsory labour. The Company is committed to ensuring that employees enter into employment and stay on in the Company of their own free will. Members shall uphold this policy.
3.3.7 Gifts & donations
No Member shall receive or offer, directly or indirectly, any gifts, donations, remuneration, hospitality, illegal payments and comparable benefits which are intended or perceived to be intended to obtain business (or uncompetitive) favours or decision for the conduct of the business. Normal gifts of commemorative nature for special events may be accepted and reported to the Board.
3.3.8 Other directorships
The Company feels that serving on the Board of directors of other companies may raise substantial concerns about potential conflict of interest. Therefore all Directors shall report / disclose such relationships to the Board on an annual basis. It is felt that service on the Board of a direct
64 competitor is not in the interest of the Company. Hence all the Directors are barred in accepting such position without the concurrence of the Board.
3.3.9 Accountability
The Board of Directors (BOD) shall oversee the Company's adherence to ethical and legal standards. All employees and members of the BOD shall undertake to stop or prevent actions that could harm customers or reputation of the Company and to report such actions as soon as they occur to take corrective steps and see that such actions are not repeated.
3.3.10 Compliance with code of conduct
Each Director and senior management personnel shall adhere to this code of conduct and affirm compliance with the code on an annual basis as per the Annexure to the Code. Violation of this Code will lead to appropriate disciplinary action.
3.3.11Waiver of the code
Any waiver of the applicability of the Code or waiver of application of any provision of the Code to any Member shall be approved by the Board of Directors and disclosed as required by Law or SEBI / Stock Exchange regulations.
3.3.12 Branches of HFIL:
HFIL has 3 wings. They are
1. Dairy:
65 It is the major wing among all. The dairy products manufactured by HFIL are
Milk, curd, butter, ghee, flavoured milk, paneer, doodhpeda, ice cream.
2. Retail:
In the retail sector HFIL has outlets namely “Fresh@”. In those stores the products sold are vegetables, milk& milk products, grocery, pulses, fruits etc.
In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4 respectively are there. Totally there are 26 retail shops are there.
Fresh@ is a unique chain of retail stores, designed to meet the needs of the modern Indian consumer. The store rediscovers the taste of nature every day making grocery shopping a never before experience.
The unique& distinctive feature of Fresh@ is that it offers the widest range of fresh fruits and vegetables which are directly handpicked from the farms. Freshness lies in their merchandise and the customers are always welcomed with fresh fruits and vegetables no matter what time they walk in.
3. Agri Business:
In this business HFIL employees will go to farmers and have a deal with them. Those farmers will sell their goods like vegetables, pulses to HFIL only. And HFIL will transport the goods to retail outlets.
The agricultural professors will examine which area is suitable to import vegetables from and also examine the vegetables, pulses and fruits in
66 the lab. And finally they report to the Head-Agribusiness. Representatives as per the instructions given by the agri professors will approach the farmers directly and make a deal with them. It is the process of registering the farmers.
Heritage Finlease Heritage Finlease Limited was incorporated under the companies Act 1956 on 23rd of February 1996 and commenced business from 2nd day of April 1996. The Registered office is located at 6-3- 541/c Punjagutta, Hyderabad-500082.
The following are the directors of the company: Sri D.Seetharamaiah Smt. N. Bhuvaneswari Sri M. Sivarama Varaprasad Sri R.S.Bakkannavar
The Company was registered as Non Banking Financial Institution on 5th Day of December 1998 by Reserve Bank of India as a Deposit Taking Company under the category Hire Purchase Company.
At Present the company is allowing Dairy Loans to Small Farmers under Tie up arrangement with Heritage Foods (India) Limited. The Company has been earning profits from inception and functioning in conformity with the rules and directions of Reserve Bank of India.
67 CHAPTER-4
68 RATIO ANALYSIS The investment on raw materials over a period of 5 years from 2005 to 2011 is presented in the following table. 1. Investment on Raw Materials: Year Investment on Raw Material (in crores) 2005-06 13386.80 2008-09 11690.67 2009-10 49950.88 2010-11 42950.66 2011-12 46087.45 2012-13 93605.78
69 Interpretation: 1) From the above table it can be understood that the inventory of Kesoram Cement was recorded at 13,386.80 during the year 2005-06 and it is increased to 93605.78 during the year 2012-13. 2) It shows that there is on increase in the inventory to the more extent of 80218.98. 3) The average inventory of Kesoram Cement was recorded at Rs.42945.41. 4) The highest investment in inventory was recorded in the years 2012-13
2. Trend Analysis: Trend analysis technique is applied to know the growth rate in investment of raw material of Kesoram Cement over the review period which is shown in the following table.
Trend Analysis:
70 Raw Material Year Trend % (in Lacks) 2005-06 13386.80 100%
2008-09 11690.67 87%
2009-10 49950.88 373%
2010-11 42950.66 315%
2011-12 46087.45 344%
2012-13 93605.78 699%
Trend analysis technique is applied to know the growth rate in investment of raw material of Kesoram Cement. (From2005-06 to 2012-13)
Interpretation:
1) The investment on investment has increased in the year 2012-13. And the lost year investment has declared continuously. The percentage in 2010-11 was 315% as compared to years 2005-06 to 2012-13.
71 2) The trends in inventories show that inventory have been more in the year 2012-13 and then it has shown a downward trend and again it increased to some extent. 3) The investment in inventories has shown fluctuating trend is initial years and then it raised to 699% and again showing fluctuating trend.
3. Inventory Turnover Ratio: This ratio indicates the number of times the stock has been turned over during the period & evaluates the efficiency with which a firm is able to manage its inventory. This ration is calculated by applying the following formula. Cost of goods sold Inventor turn over ration = ______Average inventory Inventory turn over ration:
Cost of goods Year Avg. Inventory Ratio sold 2005-06 60150.35 7402.31 8.13 2008-09 59021.41 37975.30 1.55 2009-10 121551.71 95065.28 12.79 2010-11 127533.58 12390.06 10.29
72 2011-12 130392.68 1333.8.01 9.78 2012-13 311636.92 160035.93 1.32
Interpretation: 1. From the above table 2005 it can be observed that (1) inventory turn over ratio is 8.13 during 2005 – 2006 and it gradually decreased to 1.55 during 2006 – 2007. 2. In the year 2012-13 it is clear that the ratio is very less i.e., he stock is not turned into sales quickly. 3. As compared to all the years the ratio is very less in 2012-13. 4. The average inventory turn over ratio was recorded at 7.3 times during the review period. 4. Inventory conversion period: It may also be of interest to see average time taken for clearing the stocks. This can be possible by calculating inventory conversion period. This period is calculated by dividing the number of the days by inventory turn over.
This formula may be as: Days in a year (360 days) Inventory conversion period = ______Inventory turnover ratio Inventory conversion period: (in crores) Cost of Avg. Year Ratio ICP (Days) goods sold inventory 2005-06 60150.35 7402.31 8.13 44 2008-09 59021.41 37975.30 1.55 232 2009-10 121551.71 95065.28 12.79 28 2010-11 127533.58 12390.06 10.29 34
73 2011-12 130392.68 1333.8.01 9.78 36 2012-13 311636.92 160035.93 1.32 272
Interpretation: From the above table it can be identified the following observations: 1) The inventory conversion period was 232 days during the year 2008-09 but it declined to 36 during 2011-12, which indicates that the stock has been very quickly converted into sales which mean the company is managing the inventory efficiently. 2) The lowest inventory conversion period was recorded at 28 days in the year 2009-10 and the highest inventory conversion was recorded at 272 days in the year 2012-13. 3) The average inventory conversion period was recorded at 107 days during the review period.
5. Percentage of Inventory over current assets: In order to know the percentage of inventory over current assets the Ratio of inventory to current assets is calculated and which is presented in the following table. Inventory Inventory over current assets ratio = ______X 100 Current assets
Percentage of Inventory Over current assets:
Year Inventory Current Assets Ratio (%) 2005-06 13386.80 24172.33 55% 2008-09 11690.67 28770.78 40%
74 2009-10 49950.88 53063.75 94% 2010-11 42950.66 45598.02 92% 2011-12 46087.45 49713.32 92% 2012-13 93605.78 86811.49 107%
Interpretation: 1) From the above table it can be understand that the % of inventory over current assets ratio was showing a declining trend for two years 2005 - 2006. 2) However from the year2012-13 it is showing an increasing trend. 3) The lowest inventory over current assets ratio was recorded at 40% during the year 2008-09 and the highest inventory over current assets ratio we recorded at 107% during 2012-13. 4) The average inventory over current assets ratio was recorded at 80%.
6. Percent of Inventory Over total current assets & fixed assets: Inventory / Current + Fixed assets
Year Inventory Current Assets Ratio (%)
2005-06 13386.80 87168.64 15.35% 2008-09 11690.67 87468.76 13.36% 2009-10 49950.88 117985.89 42.33%
75 2010-11 42950.66 112647.26 37.50% 2011-12 46087.45 112637.07 40.91% 2012-13 93605.78 197330.50 47.43%
Interpretation:
1) During the year 2005-06 the ratio was 15.35% on it declined to 13.36% in the year 2008-09 2) From the year 2009-10 it is showing fluctuating trend but as compared to above 2 years it is increasing. 3) The lowest inventory over total assets ratio was recorded at 13.36% during the year 2008-09 and the highest inventory ratio was recorded at 47.43% during the year 2012-13. 4) The average inventory to total assets ration was recorded at 32.81% during the review period
7. Percentage of Inventory over current liabilities: In order to know the percentage of inventory over current liabilities the ration of inventory to current liabilities is calculated and which is presented in the following table.
Inventory Inventory over current liabilities ratio = ______X 100 Current liabilities Percentage of Inventory Over current liabilities: Current Year Inventory Ratio (%) liabilities 2005-06 13386.80 7862.11 17%
76 2008-09 11690.67 8042.62 145% 2009-10 49950.88 16204.14 308% 2010-11 42950.66 16204.14 284% 2011-12 46087.45 17728.22 259% 2012-13 93605.78 36253.41 258% Interpretation: 1) From the above table it can be understand that the % inventory over current liabilities ratio was showing a declining trend for two years 2005-06. 2) During the year 2008-09 the ratio was it gradually increased to 145 and there is a net increase to the extent of 128. 3) The lowest inventory over total amounts ratio was recorded at 17 during the year 2005-06. 4) The highest inventory to current liabilities ratio was recorded at 308 during the year 2009-10 5) The average inventory to current liabilities ratio was recorded at 211 during the review period.
8. Current Ratio: In order to know the current ratio the percentage of current assets to current liabilities is calculated and which is presented in the following table.
Current assets Current Ratio = ______Current liabilities Calculation of Current Ratio’s: Current Year Inventory Ratio (%) liabilities
77 2005-06 24172.33 7862.11 3.07% 2008-09 28770.78 8042.62 3.57% 2009-10 53063.75 16204.14 3.27% 2010-11 45598.02 16204.14 3.06% 2011-12 49713.32 17728.22 2.80% 2012-13 86811.49 36253.41 2.39%
Interpretation:
1) From the above table it can be interpreted that the % of current assets over current liabilities ratio i.e., current ratio was showing a decreasing trend from year 2012-13.. 2) In the year 2005 – 05 the ratio was 3.07% and has increased to 3.57% in the year 2008-09. 3) The lowest current ratio was recorded at 2012-13 which is 2.39% and the highest current ratio was recorded at 3.57% during the year 2008-09. 4) The average current ratio was recorded at 3.02% during the review period. 9. Quick Ratio: The quick ratio is the relationship between quick to current liabilities quick assets is more rigorous test of liability position of a firm it is computed by applying the following formula. Quick ratio = Quick assets / Current Liabilities Where Quick assets = Current Assets – Inventory
78 Current Year Inventory Ratio (%) liabilities 2005-06 10785 7862.11 1.37% 2008-09 17080 8042.62 2.12% 2009-10 3112 16204.14 0.002% 2010-11 3347 16204.14 0.22% 2011-12 3625 17728.22 0.20% 2012-13 3207 36253.41 0.08% Interpretation:
1) From the above table it can be understand as that the % of quick assets to current liabilities i.e., the quick ratio was 0.002% in 2009- 10 and from that year it is showing increasing trend. 2) The highest quick ratio was recorded at 2.12% during the year 2008-09 and the lowest quick ratio was recorded at 0.002% during the year 2009-10. 3) The average quick ratio was recorded at 0.66 during the review period.
79 CHAPTER-5
80 CONCLUSIONS
1) Over all the inventory of HERITAGE FOODS is up to the mark. 2) The production of clinker and cement during 2003 – 2004 was 7,47,436 and 7,77,092 respectively which is higher as compared to 2006 – 2007 which is 6,87,373 and 7,27,447. 3) Investment on raw material is 93605.78 lakhs which very high as compared to 2011-12 which is only 460870.45 lakhs. 4) The inventory turn over ratio shows that the stock has been converted into sales is only 1.32 times. 5) In the year 2009-10 the stock was cleared within 28 days whereas it took 232 days in the year 2009-10 which took more days for clearing stock. 6) Year 2012-13 is not showing sample profits. This is because of cement prices have been continuously under pressure due to persistent mismatch between supply and demand. 7) The quantity of limestone in the year 2011-12 is 9,53,940 and its value is 13,85,34,812 but whereas in the year 2012-13 the quantity was 9,74,490 and the value is 12,21,61,492. 8) In purchase department for want of any item it should go through several process. This may include receiving indents, floating enquiries, preparation of order processing form, preparation of
81 purchase order and order follow up inform the supplier. Most of the time was spent in accounts payable. 9) In this type of process, it requires more number of employees and supplier should also wait for until the accounts are matched. 10) This process takes an input, adds value to it and provides an output to an internal or external customer.
SUGGESTIONS 1) Though the production is higher is the year 2009-10 and the sales were very high i.e., as per inventory conversion period it took 272 days. This shows that there is demand for cement and the funds unnecessarily tied up. So, proper demand forecasting should be done and according to that it may be manufactured. 2) The investment on raw material should be made as per the requirement. Unnecessary investment may block up the funds. 3) Neither too high nor too low inventory turnover ratios may reduce profit and liquidity position of the industry. So, proper balance should be made to increase profits and to ensure liquidity. 4) The raw material should be acquired from the right source at right quality and at right cost. 5) The process that was being used by HERITAGE FOODS with the purchasing department should undergo changes, so that, it seeks enhance the celerity of the delivery of a product without compromising its quality by improving the utilization of materials, labour and equipment. 6) To reduce the work, the purchasing department may enter the purchasing order into database and did not send a copy to any one. When the merchandise arrived, the receiving clerk would enter the database and determine whether the order agreed with the electronic purchase order.
82 If it did, payment was authorized to be made at the appropriate time. If it didn’t match, the order would be returned until if it is agreed by the Kesoram Cement. If it institutes “Invoice less purchasing” where the supplier did not need to send an invoice to be paid. This generally simplifies the process for all concerned. As a result, it would able to reduce the work of its accounts payable department. CHAPTER-6
83 BIBLIOGRAPHY
1. Financial Management - By IM Pandey
2. Financial Management - By Prasanna Chandra
3. Total Quality Management - By K. Shridhara Bai
4. Management Accounting - R.K.Sharma &S.KGuptha
5. Company’s Stores Manual -
6. Company’s Annual Reports -
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