Project

A Project Study Report RSWM Limited (Kharigram) Titled Inventory and Stores Management Submitted in partial fulfillment for
the Respective Courses
Submitted By: Rekha swarnkar MBA Sem. IV 2008-2010
Submitted To:Arifa Zabin (Lecturer)
AISHWARYA INSTITUTE OF MANAGEMENT & It ADARSH NAGAR, UNIVERSITY ROAD UDAIPUR (RAJ), 313001
1 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT
Preface
Project initiation is the process of formally conceiving, approving, and launching a new project.Our project on the inventory management has all these basic conceptual building. Inventory management is a very crucial aspect of the financial wing of any Industry. In the present scenario of high competitiveness and product availability for any corner of the world at price acceptable to the customer, the area which can make any product cost effective is through Inventory management. Our choice to work on the theme was motivated through this philosophy of reduction in cost through better Inventory management. The aim of the project was to study the RSWM inventory management system and its complexities and also to proactively suggest certain measures which could be useful to the existing set up, the modus operandi was to have in depth study of various functions/aspects of the existing system and arrive at certain suggestions on each area of operation. The idea was also to co relate each aspect with its financial impact. Each and every individual of the unit cooperated to maximum extent and the time frame given was fully utilized in different phases. Although proper guidance was received but part of the system is traditional and thus were not very open to the modern use of technique like JIT/KABAN/Toyota production system I have tried to make this report readable by suggesting techniques and recommendations.
Even though, I have tried to make effort at my level best, there may be many mistakes shortcoming in my project work, which I hope will be forgiving by the reader. With Thanks Team of Project
ACKNOWLEDGEMENT
Learning will never end: is very popular and well said. One will learn new things through out his life span. Any effort is able to fruit when it is nurtured by the needed guidance and supervision, momentous for the right execution, to accomplish it. The same happened with us when we are doing this project. It is totally new thing for us, we never been exposed to this area in my life. Completion of this project was looking tremendous job for us but the support and guidance that we got from company, faculty guide and friends make me able to complete it successfully. We would like to express our heartfelt thanks to Mr. N K Shrivastava (General Manager HRD), Mr. S.M.Jain (Deputy Manager-Material), Mr. K.K Maheshwari (GM-Commercial) for providing me the opportunity to step in to the practical corporate world and to team up our classroom learning with the exposure available in the organization which gave us a robust opportunity to learn. We would also like to thank the supporting staff Mr.Gourav Bakliwal (H.R. Department) for their help and cooperation throughout our project. We also take privilege to extend our earnest thanks to the personnel at Rajasthan Spinning & Weaving Mills Limited, who provided us all the needed information necessary for the accomplishment of the project.
EXECUTIVE SUMMARY Books are the treasures of knowledge and a theoretical base is pivotal for understanding the realities of practical field. But, at the same time, practical knowledge is crucial for having an insight into the implementation of theory in corporate world. With the privilege of an opportunity provided to me by RSWM Ltd. Kharigram, for the fulfillment of my purpose bridging the gap between theory and practical, I undertook 1 month training at purchase, store and accounts department of RSWM Ltd. Kharigram. During this training, we conducted a study of project, about INVENTORY AND STORE MANAGEMENT. Under the project INVENTORY AND STORES MANAGEMENT first of all I interacted with the employees of all the relevant department and they provided me all the information regarding inventory and store to analyze, so that I could get acquainted with the terms relating to the purchase and store keeping of the material. The deptt. provided me the summary of store of April month, which shows the current stock of all the divisions like General, Engineering, Spinning, Fuel and Packing. The total stock is Rs. 14705672.73 The data has been gathered through interaction and discussions with the executives working in the division. Some important information has been gathered through a couple of unstructured interviews of executives. This study provides an insight into the management of High Value items and also draws the attention of the management towards movement of 'A' class items over period of 4 years.
Content
Introduction
Introduction to the Industry Introduction to the Organization Introduction to the Company SWOT Analysis of the Company
Research Methodology
Title of the Study Objective of the Study Type of Research Overview of Inventory Management Scope of Study Limitation of Study
Introduction to Department Process of Acquiring Inventory and Payment Scrap Management SWOT Analysis Conclusion Suggestion and Recommendation Annexure
Bibliography
INTORDUCTION: INDIAN TEXTILES INDUSTRY Textiles account for 14 per cent of Indias industrial production and around 50 per cent of its export earnings. From growing its own raw material (cotton, jute, silk and wool) to providing value added products to consumers (fabrics and garments), the textile industry covers a wide range of economic activities, including employment generation in both organized and unorganized sectors. Indian fabric is in demand with its ethnic, earthly colored many textures. This conveys that it holds potential if one is ready to innovate. The textile industry is the largest industry in terms of employment economy, expected to generate 12 million new jobs by 2010. It generates massive potential for employment in the sectors from agricultural to Industrial. Employment opportunities are created when cotton is cultivated. It does not need any exclusive Government support even at present to go further. Only thing needed is to give some directions to organize people to get enough share of the profit to spearhead development.
Segments
Textile industry is constituted of the following segments Readymade Garments Cotton Textiles including Handlooms (Mill made / Power loom/ Handloom) Man-made Textiles Silk Textiles Woolens Textiles Handicrafts including Carpets Coir Jute
Manmade fibers account for around 40 per cent share in cotton dominates
Indian textile industry. India accounts for 15% of worlds total cotton crop production and records largest producer of silk.
It is the second largest employer after the agriculture sector in both rural
and urban areas India has a large pool of skilled low-cost textile workers, experienced in technology skills.
Almost all sectors of the textile industry have shown significant

achievements. The sector has shown a 3.66 per cent CAGR over the last five years.
Indias cotton textile industry has a high export potential. Cost

competitiveness is driving the penetration of Indian basic yarns and grey fabrics in international commodity markets. Small and flexible batches of apparels can be manufactured in India and can provide a larger variety of casual wears and leisure garments at significantly lower costs.
Besides natural fibers such as cotton, jute and silk, synthetic raw material
products such as polyester staple fiber, polyester filament yarn, acrylic fiber and viscose fiber are produced in India. Current Scenario Textile exports are targeted to reach $50 billion by 2010, $25 billion of which will go to the US. Other markets include UAE, UK, Germany, France, Italy, Russia, Canada, Bangladesh and Japan. The name of these countries with their background can give thousands of insights to a thinking mind. The slant cut that will be producing a readymade garment will sell at a price of 600 Indian rupees, making the value addition to be profitable by 300 %.Currently, because of the lifting up of the import restrictions of the multi-fiber arrangement (MFA) since 1st January, 2005 under the World Trade Organization (WTO) Agreement on Textiles and Clothing, the market has become competitive; on closer look however, it sounds an opportunity because better material will be possible with the traditional inputs so far available with the Indian market. At present, the textile industry is undergoing a substantial re-orientation towards other then clothing segments of textile sector, which is commonly called as
technical textiles. It is moving vertically with an average growing rate of nearly two times of textiles for clothing applications and now account for more than half of the total textile output. The processes in making technical textiles require costly machinery and skilled workers. The application that comes under technical textiles are filtration, bed sheets and abrasive materials, healthcare upholstery and furniture, blood-absorbing materials and thermal protection, adhesive tape, seatbelts, and other specialized application and products. INTRODUCTION TO THE ORGANIZATION LNJ BHILWARA GROUP INFORMATION
The LNJ Bhilwara Group has been in the business of clothing and graphite electrodes manufacturing business and services. This group was started in 1960 by Mr. L N jhunjhunwala. People around the world with the following companies:
Rajasthan Spinning & Weaving Mills Ltd. (Yarn, fabric garments, technical textiles, Denim)
BSL Ltd. (Fabric - worsted, polyester & silk furnishing )
Bhilwara Melba De Witte Pvt. Ltd. (Automotive fabric)
Maral Overseas Limited (Cotton yarn, fabric & knitted garments)
HEG Ltd. (Graphite Electrodes/Steel)

Indo Canadian Consultancy Services Ltd. (Design and Engineering Services for power
Irrigation Stricture) Sector, Industrial Building and
Malana Power Company Ltd. (Hydro Power Generation)
AD Hydro Power Ltd. (Hydro Power Generation)
Bhilwara Energy Ltd.

(Holding Company in the Power Sector)
Bhilwara Processors Ltd. (Process House Bhilwara Scribe Pvt, Ltd. (Medical Transcription)
NETWORK OF LNJ
INTRODUCTION OF THE COMPANY Rajasthan Spinning & Weaving Mills Ltd. (RSWM), the leading Company of the LNJ Bhilwara Group, is principally
engaged in the manufacture of synthetic, blended, mlange and specialty yarns and fabric. RSWM is a premier company of the Group, with a turnover of Rs.1173.82 crore in 2008-2009. RSWM is exporting a complete range of yarn and fabric to over 70 countries worldwide, giving RSWM a markedly visible presence across the textile world. The manufacturing capacity of the Company is upwards of Yarn per annum from its five units - Gulabpura, Banswara, Mandpam, Rishabhdev and Ringas located in Rajasthan. RSWM also manufactures of fabric per annum at its Mordi (Banswara) unit. All the plants are equipped with state-of-the-art machines and Captive Power Generation facilities. RSWM is the first composite textile mill in India to be accorded the ISO Certification. The Company also enjoys a prestigious Three Star Export House status and, over the years, has received several Export Awards from SRTEPC. The companys leadership in the textile industry is exemplified in the equity that its brand enjoys in the Indian market - place Mayur Suiting
RSWM is in the process of modernization drive and increase of spindles of its all the manufacturing units. RSWM will soon introduce ready -to-wear Apparels. To enhance its operating capacity; RSWM has acquired Jaipur Polyspin Ltd. for manufacturing of Synthetic Blended Yarn.
COMPANY PROFILE
Name of the Concern
Rajasthan Spinning and Weaving Mills Limited.
Locations: 1) Regd. Office Kharigram,P.O.-Gulabpura-311021,Distt.-Bhilwara, Rajasthan 2) Corporate Office 3) Works Bhilwara Towers,A-12, sector-1, Noida-201301 (U.P.) Kharigram,P.O.-Gulabpura-301021,Distt-Bhilwara, Rajasthan Lodha, P.O. Banswara-327001, Rajasthan. Mordi, Banswar-327001, Rajasthan. Mandpam, Bhilwara-311001, Rajasthan. Rishabhdev-33802, Distt-Udaipur, Rajasthan. Ringas, Distt-Sikar, Rajasthan. Constitution Date of Incorporation Lines of Manufacture Bidadi, Bangalore, Karnataka. Public Limited Company. 17/10/1960 Manufacturing of synthetic, blended, grey/dyed yarn, cotton mlange yarn, cotton blended yarn and fabric under the brand Mayur. Also into Garment business and Now also Denim Plant at Mordi Banswara Rajasthan. Date of commencement 1961 of commercial Business Capital Authorized Capital Issued, subscribed & paid up capital GULABPURA UNIT
6500 lacks 6064 lacks
Established in 1973, the Gulabpura unit was among the first units to be set up by the RSWM Ltd. It is the first textile unit in India to be awarded ISO 9002. It is also IS/ISO 9001:2000 certified. It has the exclusive rights to technology that goes into the production of Flame Retardant yarns. The plant produces Dyed yarns and fabric in blends of Polyester, Viscose, Acrylic, Lycra, Wool, Polyamide, Flex and Modal. It is one of the most versatile plants manufacturing Yarns. 1985 the Gulabpura Unit started exporting Polyester-Viscose Yarn to Europe. Today 35% of its Yarn output is exported and expected to rise to about 50% in the near future. BUSINESSES OF RSWM LTD:
RSWM is a leading manufacturer of synthetic and blended spun yarn and fabric. It is one of the largest exporters of synthetic yarn from India and has a commanding position in the domestic market. The company also has a presence in the cotton yarn. Spinning, fabric processing and garments manufacturing segments, Last year was went to start production in its denim manufacturing plant in Mordi (in the district of Banswara in Rajasthan), the Company is now present across all segments in the textiles value chain. During the year under review, the gross turnover of the Company increased by 10.25% to Rs.1173.83 crores in 2008-2009 from Rs. 1064.69 Crores in 2007-2008. This performance was led by strong performances in both domestic and export markets. RSWM exports its yarn and fabric to over 70 countries in Europe, North, and South America, the Middle east, Africa, South-east Asia and Australia. Chart (Under) shows the performance of the Company in its key markets. Exports of the Company grew by 10.11% to Rs.586.44 crores in 2008-09 Rs.532.58 crores in 2007-08 from, while domestic sales grew by 10.39% during the year. (2007-08 Domestic Sale-532.10, 2008-09 Domestic Sale-587.39) As a result, the share of export has increased and now accounts for over 50% of RSWMs revenues the-art process house at Mordi, Banswara, and Rajasthan.
Chart-a- Revenues in key markets (Rs. In crores) Domestic Sales
Export Sales
Yarn Business
RSWM offers one of the broadest ranges of products in terms of fiber blends, counts and shades. Fiber processed by the Company includes polyester, viscose, acrylic, cotton, wool, rayon, silk, polyamide and linen. In addition, the Company produces a range of specialty products made out of both unorthodox fiber, e.g. Soya protein and bamboo, and branded fiber such as tencel and lycra. Many of these yarns have functional qualities flame resistant, anti-bacterial, anti-static, odour preventive and UV protective. These are niche products and the Company expects their market size to increase in the future. Yarn markets situation improved in 2008-09 compared to the 2007-08 and RSWM was able to benefit from additional capacities, which became available during this period, especially in grey yarn and Denim. On the cost side, due to global hike in the prices of oil, furnace oil prices are a big cause of worry for the industry. RSWM was able to increase its production of yarn, thanks to the completion of its modernization and expansion plan that started in 2004-05. Yarn sales grew by 6.44% to Rs. 229.07 corer in 2008-09 from Rs. 215.21 corer in 2007-08. The current portfolio of RSWM can be categorized into three main categories Gray Yarn, Dyed Yarn and Mlange Yarn.
Chart Of Yarn Business

GREY YARN
Grey yarn is produced using blends of different synthetic fiber such as polyester and viscose, blends of synthetic and natural fiber, and pure cotton at the Banswara and Rishabhdev plants. Although grey yarn constitutes a relatively lower value-added segment, vis--vis dyed and mlange, it is by far the largest in terms of volume, and is crucial to the product portfolio offered to customers. During 2008-09, RSWM Ltd. Added 24000 spindles of pollster cotton blended yarn at its Kharigram unit. Manufacturing of 100% viscose yarn at the Rishabhdev plant and open end rotors at the Banswara unit purchased levels 2007-08, also achieved full production levels during the previous year. During the previous to previous year, the Company had diversified into manufacturing 100% cotton yarn. In 2008-09, spindles under 100% cotton yarn increased marginally to 44,000, taking the total capacity of Gray yarn to 1,64,000 spindles. Apart from the increase in production due to addition capacity developed during the year, there were considerable increases in operating efficiencies, as a result of the modernization of existing plant and machinery. DYED YARN Dyed yarn is produced at the Company's Gulabpura and Ringas plants. These are relatively higher value added products, and made according to customer specifications of blend, counts and shades. With the amalgamation of Jaipur Polyspin Limited (the Ringas plant), RSWM has a capacity of around 92,000 spindles for Dyed Synthetic yarn. During the year, the thrust of the business was on developing new products with better margins for a diverse set of the end-use segment which included knitting, Furnishings, home textiles and carpets. Such sales represented approximately 6% Of the total sales of dyed yarn, and are expected to grow in the future.
MELANGE YARN Mlange yarn is a premium product made from cotton and its blends, and is used in Manufacture of knitwear and hosiery. During the year, the Company had increased Its capacity of Dyed Mlange yarn, following which it has become one of the largest Manufacturers of Mlange yarn in the country with 30,000 spindles. While this Segment is still quantitatively very small compared to the grey and dyed yarn Business of the Company, it commands the highest value added in RSWM's overall Yarn portfolio. During the year, Mlange yarn sales increased by 12.03%. HEG LTD. HEG Ltd., a premier company of he LNJ Bhilwara Group, is Indias leading Graphite Electrodes manufacturer and an established global player in the sector. It is the single largest integrated Graphite Electrodes manufacturing facility in South Asia South East Asia and the Middle East HEG is also the only one of its kind in the region to process the sophisticated UHP (Ultra High Power) Electrodes with technology from SERS a subsidiary of Pechinery, France. Maral Overseas Limited (MOL) Maral Overseas Ltd., a part of the LNJ Bhilwara Group, a conglomerate with a global presence. Maral is the countrys largest Vertically24 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT
Integrated knitwear company located in the heart of Indias cotton producing region near Indore, Madhya Pradesh. Its other units are located in Jammu and Noida (NCR-Delhi). Maral is Indias first 100% Export Oriented-Unit to get the prestigious ISO certification. Maral has been accorded a Trading House status, and is an internationally preferred manufacturer and supplier of Cotton Yarn, Knitted Fabrics, Knitwear and Sweaters. Maral has been accredited by Marks & Spencer.
Bhilwara Melba De Witte Pvt. Ltd: Bhilwara Melba De Witte Pvt. Ltd. (BMD) was established in 1998. It is a joint venture of LNJ Bhilwara Group and De Witte Liter, a part of Gamma Holding of Belgium, to manufacture high performance specialized furnishing fabrics. BMD has its manufacturing plant at Banswara in Rajasthan. It has fully integrated state-of-the-art facility for automotive textiles, which is equipped with Air-texturing, yarn dyeing, warping, weaving, warp & circular knitting, processing and lamination. BSL Limited (BSL): BSL Ltd. established in 1971 at
Bhilwara, Rajasthan. Today, BSL has emerged as a strong global player
producing over 12 million meters of fabric every year. BSL is equipped with state-of-the-art technology. Right from raw material sourcing to product finishing, meticulous attention is paid to detail at every stage of production. The emphasis is to achieve shorter lead times and greater efficiency by following integrated yarn preparation, spinning, weaving and finishing processes. Bhilwara Spinners Ltd. : Bhilwara established Spinners in Ltd. (Bhilspin), 1980, manufacturers
Synthetic Blended Grey and Dyed yarns at its manufacturing Unit at Bhilwara in Rajasthan. Today, the company has 30,000 spindles to manufacture 12,000 MT per annum. Bhilspin has been accorded Export House" status and conferred "Niryat Shree for its export performance. Bhilspin also enjoys IS/ISO 9001:2000 certification. Fabric and Garments Business: The company manufacturing a range of blended suiting fabric and has a significant presence in the domestic market with its Mayur brand. Apart from this, the segment includes a new garments unit in Bangalore and a fabric processing plant in Mordi Banswara (Rajasthan). Fabric: RSWM believe that there is a huge potential for this business in the new market scenario and has plant to strategically move to the higher value added products in Fabric. The company expects significant gains from this move and has
plans to further ramp-up the fabric manufacturing capacity. To give a quantum boost to these initiatives, RSWM signed up with Salman Khan, one of the most popular actors in the Hindi film industry, as the brand ambassador for its Mayur range of suiting and shirting. Garments: During the year, the company scaled ups the commercial product ion in its new garments facility in Bangalore. The garments business is a new area for your company. The business has a strong order book position and the company expects a healthy pay back from the Garment business n the future.
Denim During the previous year, RSWM had decided to enter the Denim Fabric manufacturing business, in line with its strategy to move to higher value added segments for wider based growth in the future. With in the category, your company plans to focus on producing high-end specialty Denim fabric, which has better realization and demand in international market. The state-of-the art denim manufacturing facility, with an investment of Rs... , will come up at its existing ovation in mordi, and have a capacity of 27million meters per annum.
Thermal Power: RSWMs manufacturing process relies on furnace oil based power Plans for their energy requirements. High crude oil prices during the Last fees years have had an adverse impact on the profitability of our Operation. Last year, company decided adverse impact in thermal power plants to rope in this ever-increasing cost of power. The 46 MW plant is being located in Banswara, Rajasthan. The plant will provide captive power to our existing operations in Banswara, Bhilwara, Rishabdev, Kharigram, Ringas, Mordi and also the proposed Denim projected in Mordi. The existing furnace oil-based power plants will be kept as stand by -facilities. Social Initiatives: Over the last 47 years, RSWM has taken a number of initiatives in education, healthcare and community development. The company has established and Promoted a number of school and training centers, including facilities for the physically disadvantage near its manufacturing plants. It also runs MAYUR HELPLINE a 24 hour free ambulance service for trauma victims. The company stated an initiative to create awareness in nearby village about the Activities of the company and providing employment to local people. In Kharigram, a blood donation camp was organized; where 77 units of blood were Donate by employees of unite.
AWARDS
RSWM is the winner of SRTEPC Highest Export Award for polyester/viscose yarn exports for the last
several consecutive years, which includes two gold and one bronze in March 2005. Maral is Indias fully integrated 100% EOU cotton knitwear unit and winner of TEXPROCIL Silver trophy in 100% EOU / EPZ category. Maral has also been awarded Silver Trophy by AEPC. Maral is the recipient of Rajiv Gandhi National Quality Award. Maral bagged "Genentech Safety Award". RSWM, Rishabhdev unit bagged National Export Award.. Rishabhdev unit also bagged SRTEPC Excellence award for highest production in export of 100% Polyester spun yarn. BSL received the "National Certificate of Merit" for outstanding export performance. Bhilwara Spinners has been accorded the prestigious Niryat Shree-Certificate of Excellence for Outstanding export performance.
Of COMPANY
Strength
1) India enjoys benefit of having plentiful resources of raw materials. It is one of the largest producers of cotton yarn around the globe, and also there are good resources of fibers like polyester, silk, viscose etc. 2) There is wide range of cotton fiber available, and has a rapidly developing synthetic fiber industry. 3) India has great competitiveness in spinning sector and has presence in almost all processes of the value chain. 4) Availability of highly trained manpower in both, management and technical. The country has a huge advantage due to lower wage rates. Because of low labor rates the manufacturing cost in textile automatically comes down to very reasonable rates. 5) The installed capacity of spindles in India contributes for 24% share of the world, and it is one of the biggest exporters of yarns in the global market. Having modern functions and favorable fiscal policies, it accounts about yarn. 6) The apparel industry is largest foreign exchange earning sector, contributing 12% of the country's total exports. 25% of the world trade in cotton
7) The garment industry is very diverse in size, manufacturing facility, type of apparel produced, quantity and quality of output, cost, requirement for fabric etc. It comprises suppliers of ready-made garments for both, domestic or export markets. 8) RSWM Ltd. has a bench marked in the industry. As one of the earliest and largest exporters to high fashion markets like Europe and USA.
Weakness 1) Massive-Fragmentation: A major loophole in Indian textile industry is its huge fragmentation in industry structure, which is led by small-scale companies. Despite the government policies, which made this deformation, have been gradually removed now, but their impact will be seen for some time more. Since most of the companies are small in size, the examples of industry leadership are very few, which can be inspirational model for the rest of the industry. 2) Political and Government Diversity: The reservation of production for very small companies that was imposed with an intention to help out small scale companies across the country, led substantial fragmentation that distorted the competitiveness of industry. However, most of the sectors now have been de-reserved, and major entrepreneurs and corporate are putting-in huge amount of money in establishing big facilities or in expansion of their existing plants. Secondly, the foreign investment was kept out of textile and apparel production. Now, the Government has gradually eliminated these restrictions, by bringing down import duties on capital equipment, offering foreign investors to set up manufacturing facilities in India. In recent years, India has provided a global manufacturing platform to other multi-national companies that manufactures other than textile products; it can certainly provide a base for textiles and apparel companies. Despite some motivating step taken by the government, other problems still sustains like various taxes and excise imbalances due to diversification into 35 states and Union
Territories. However, an outline of VAT is being implemented in place of all other tax diversification, which will clear these imbalances once it is imposed fully. 3) Labor Laws:
In India, labor laws are still found to be relatively unfavorable to the trades, with companies having not more than ideal model to follow a 'hire and fire' policy. Even the companies have often broken their business down into small units to avoid any trouble created by labor unionization. In past few years, there has been movement gradually towards reforming labor laws, and it is anticipated that this movement will uphold the environment more favorable. 4) Distant Geographic Location: There are some high-level disadvantages for India due to its geographic location. For the foreign companies, it has a global logistics disadvantage due the shipping cost is higher and also takes much more time comparing to some other manufacturing countries like Mexico, Turkey, China etc. The inbound freight traffic has been also low, which affects cost of shipping though, movements of containers are not at reasonable costs. 5) Lack of trade memberships: India is serious lacking in trade pact memberships, which leads to restricted access to the other major markets. This issue made others to impose quota and duty, which put scissors on the sourcing quantities from India.
Opportunity 1) Complete elimination of the quota restrictions under the Multi Fiber Agreement (MFA) by 2005 will provide an expanded opportunity alongside enhanced competition for the Indian textile units, as more markets would be open for access.
2) The government encourages the establishment of 100 per cent export oriented spinning units. According to the 2000-01 Exim policy, all capital goods in the textile Sector have been covered by Export Promotion Capital Goods scheme, which attracts 5 per cent customs duty without any countervailing duty. 3) The company has Big Plans for MAYUR brand. Currently MAYUR is a Rs. 100 crore brand and company wants it to be Rs. 300 crore, brand in 5 years.
Threats 1) Appreciating Indian rupee as against USD and EURO has made imports cheaper and exports costlier and less profitable. 2) Competition with small size spinner with higher quality and low cost.
3) Increased trends of the readymade garments and fashion fabrics viz cotton fabric as against individually stitching change.
Policy Initiatives The government adopted the National Textile policy in 2000 to harness opportunities for increasing Indias share in global trade. The policy aims to increase the value of textile and apparel exports from the current US$ 10 billion to US$ 50 billion by 2010. It also aims to increase cotton productivity by at least 50 per cent and upgrade its quality to international standards. The government will encourage the establishment of world-class integrated textile complexes and processing units. A scheme for setting up integrated apparel parks has been initiated. This will enable the ready-made garment industry to set up modern units with excellent infrastructure. Rapid implementation of the Textile Up gradation Fund Scheme aimed at providing an impetus to the modernization of textile and jute industries is a priority with the government. A provision of US$ 41 million in 2001-02 and an incentive for modernization is offered by enhancing the depreciation rate of machinery installed under the scheme to 50 per cent per annum.
RESEARCH METHODOLOGY Title of the Study INVENTORY AND STORES MANAGEMENT AT
RAJASTHAN SPINNING & WEAVING MILLS KHARIGRAM, GULABPURA
Objective of the study Main Objective: In this dynamic WORLD every movement is backed by some objective behind it. Objective, if defined clearly, it makes the track easy for completion of the task. In the management studies Summer Projects are of vital importance and add the much-needed practical exposure to the budding managers. In the charismatic corporate world, we got the opportunity to undergo summer training in RAJASTHAN SPINNING AND WEAVING MILLS LIMITED (RSWM LTD) which is one of the largest textiles companies of the country in term of turnover. Getting the original experience of
the business milieu and understanding as well grasping the intricacies of Mill Store Inventory was the foremost objective of our Project at RSWM Ltd. Specific Objective: The OBJECTIVE is achieved only if the study is defined systemic and procedural and the following points were defined & monitored closely for successful completion.
Understanding the business dynamics from history & present environment of Rajasthan spinning & weaving mills ltd. To know about the Mill Store Material requirement of the company and how company is managing their available material.
Understanding the steps involved in fulfilling the material requirement of individual department and the application of the same for optimum utilization. Attain Knowledge of the satisfactory level of Inventory. Emphasizing on material requirement Budget control of individual department so that maximum utilization at minimum cost of material can be possible
RESEARCH TYPE
This is a primary type of research. There were no past reports and history about Inventory and store management. All the data and information was collected by individual. This project is done here first time. In this type of research no prior data and information is available.
OVERVIEW OF INVENTORY AND STORES MANAGEMENT
Origins of the word Inventory The word inventory was first recorded in 1601. The French term inventaire, or "detailed list of goods," dates back to 1415. Inventory management is primarily about specifying the size and placement of stocked goods. Inventory management is required at different locations within a facility or within multiple locations of a supply network to protect the regular and planned course of production against the random disturbance of running out of materials or goods. The scope of inventory management also concerns the fine lines between replenishment lead time, carrying costs of inventory, asset management, inventory forecasting, inventory valuation, inventory visibility, future inventory price forecasting, physical inventory, available physical space for inventory, quality management, replenishment, returns and defective goods and demand forecasting.
INVENTORY Inventory is a list for goods and materials, or those goods and materials themselves, held available in stock by a business. In accounting inventory is considered an asset. It involves a retailer seeking to acquire and maintain a proper merchandise assortment while ordering, shipping, handling, and related costs are kept in check. Systems and processes that identify inventory requirements, set targets, provide replenishment techniques and report actual and projected inventory status.
Inventory management handles all functions related to the tracking and management of material. This would include the monitoring of material moved into and out of stockroom locations and the reconciling of the inventory balances. Inventory refers to stock-pile of product a firm is offering for sale and component that make up the product. transforming it into a more valuable state. Definition - A physical resource that a firm holds in stock with the intent of selling it or transforming it into a more valuable state. Raw Materials Works-in-Process Finished Goods Boltan S.E. Inventory - A physical resource that a firm holds in stock with the intent of selling it or
Maintenance, Repair and Operating (MRO) Inventory examples While accounts often discuss inventory in terms of goods for sale, organizations manufacturers, service-providers and not-profits - also have inventories (fixtures, furniture, supplies,) that they do not intend to sell. Manufacturers', distributors', and wholesalers' inventory tends to cluster in warehouses. Retailers' inventory may exist in a warehouse or in a shop or store accessible to customers. Inventories not intended for sale to customers or to clients may be held in any premises an organization uses. Stock ties up cash & if uncontrolled it will be impossible to know the actual level of stocks and therefore impossible to control them. INVENTORY MANAGEMENT Inventory management means efficient control and management of capital invested in raw materials and supply, work in progress and finished goods for the purpose of obtaining maximum return from the investment. Inventory Management is a set of policies and controls that monitors levels of inventory and determines what levels should be maintained, when stock should be replenished, and how large orders should be placed. Inventory management refers to the process of managing the stocks of finished products, semi finished products and raw materials by a firm. The purpose of inventory management is to keep the stock in such a way that neither there is over-stocking nor under-stocking.
CONCEPT OF INVENTORY MANAGEMENT
Inventory management refers to the process of managing the stocks of finished products, semi-finished products and raw materials by a firm. Inventory management, if done properly, can bring down costs and increase the revenue of a firm. How much one should invest in inventory management? The answer to this question depends on the volume and value of inventory as a percentage of the total assets of a firm. The importance of inventory management varies according to industries. For example, an automobile dealer has very high inventories, sometimes as high as 50 per cent of the total assets, whereas in the hotel industry it may be as low as 2 to 5 per cent. The process of inventory management is a continuous one and there are various kinds of solutions available. It is advisable to employ specialized staff for inventory management. The inventory management process begins as soon as one has started production and ordered raw materials, semi-finished products or any other thing from a supplier. If you are a retailer, then this process begins as soon you have placed your first order with the wholesaler. Once orders have been placed, there is generally a short period of time available to a firm to put an inventory management plan in place before the supplies are delivered. Inventory management helps a firm to decide in advance where these supplies should be stored. If a firm is getting supplies of small-sized goods, it may not be much of a problem to store them, but in
the case of large goods, one has to be careful so that the warehousing space is optimally utilized. From invoices to purchase orders, there is lot of paperwork and documentation involved in inventory management. Several software programs are available in market, which help in inventory management. Inventory Management system provides information to efficiently manage the flow of materials, effectively utilize people and equipment, coordinate internal activities and communicate with customers. Inventory Management does not make decisions or manage operations; they provide the information to managers who make more accurate and timely decisions to manage their operations. INVENTORY is defined as the blocked Working Capital of an organization in the form of materials. As this is the blocked Working Capital of organization, ideally it should be zero. But we are maintaining Inventory. This Inventory is maintained to take care of fluctuations in demand and lead time. In some cases it is maintained to take care of increasing price tendency of commodities or rebate in bulk buying. Traditional Supply Chain solutions such as Materials Requirement Planning, Inventory Control , typically focuses on implementing more rapid and efficient systems to reduce the cost of inventory inRSWM focuses in optimizing the total investment of materials cost and workload for every Inventory item throughout the chain from procurement of raw materials to finished goods Inventory . Optimization means providing a balance of supply to meet the demand at a minimum total cost , Inventory level and workload to meet customers service goal for each items in the link of Inventory Chain . It is strategic in the sense that top management sets goals. These include deployment strategies (Push versus Pull), control policies, the determination of the optimal levels of order
quantities and reorder points and setting safety stock levels. These levels are critical, since they are primary determinants of customer service levels. Accounting perspectives Inventory needs to be accounted where it is held across accounting period boundaries since generally expenses should be matched against the results of that expense within the same period. When processes were simple and short then inventories were small but with more complex processes then inventories became larger and significant valued items on the balance sheet. This need to value unsold and incomplete goods has driven many new behaviors into management practice. Perhaps most significant of these are the complexities of fixed cost recovery, transfer pricing, and the separation of direct from indirect costs. This, supposedly, precluded "anticipating income" or "declaring dividends out of capital". It is one of the intangible benefits of Learn and the TPS that process times shorten and stock levels decline to the point where the importance of this activity is hugely reduced and therefore effort, especially managerial, to achieve it can be minimized. It can be further divided into 2 partsA) Financial accounting B) Inventory accounting. Financial accounting An organization's inventory can appear a mixed blessing, since it counts as an asset on the balance sheet, but it also ties up money that could serve for other purposes and requires additional expense for its protection. Inventory may also cause significant tax expenses, depending on particular countries' laws regarding depreciation of inventory.
Inventory appears as a current asset on an organization's balance sheet because the organization can, in principle, turn it into cash by selling it. Some organizations hold larger Inventories than their operations require in order inflating their apparent asset value and their perceived profitability.
In addition to the money tied up by acquiring inventory, inventory also brings associated costs for warehouse space, for utilities, and for insurance to cover staff to handle and protect it, fire and other disasters, obsolescence, shrinkage (theft and errors), and others. Such holding can mount up: between a third and a half of its acquisition value per year. Businesses that stock too little inventory cannot take advantage of large orders from customers if they cannot deliever. The conflicting objectives of cost control and customer service often pit an organization's financial and operating managers against its sales and marketing departments. Sales people, in particular, often receive sales commission payments, so unavailable goods may reduce their potential personal income. This conflict can be minimized by reducing production time to being near or less than customer expected delivery time. This effort, known as "Learn production" will significantly reduce working capital tied up in inventory and reduce manufacturing costs. Inventory Accounting By helping the organization to make better decisions, the accountants can help the public sector to change in a very positive way that delivers increased value for the taxpayers investment. It can also help to incentivize progress and to ensure that reforms are sustainable and effective in the long term, by ensuring that success is appropriately recognized in both the formal and informal reward systems of the organization.
To say that they have a key role to play is an understatement. Finance is connected to most, if not all, of the key business processes within the organization. It should be steering the stewardship and accountability systems that ensure that the organization is conducting its business in an appropriate, ethical manner. It is critical that these foundations are firmly laid. So often they are the litmus test by which public confidence in the institution is either won or lost.
Finance should also be providing the information, analysis and advice to enable the
organizations service managers to operate effectively. This goes beyond the traditional preoccupation with budgets how much have we spent so far, how much have we left to spend? It is about helping the organization to better understand its own performance. That means making the connections and understanding the relationships between given inputs the resources brought to bear and the outputs and outcomes that they achieve. It is also about understanding and actively managing risks within the organization and its activities. Stores Accounting and Verification Systems:Stores accounting is important from the point of view of estimating the cost of the product for pricing decision. The costing of material has to be done both for the materials consumed in the production and estimating the value of materials held in stock.
The following are some of the important and frequently used system for this purpose. (a) FIFO system This system is known as first in first out system. This is based on the assumption that oldest stock is issued first. (b) LIFO system This system is known as last in first out system. This is based on the assumption that the most recent receipts are issued first. (c) Average cost system This is based on the assumption that issues to production department are equally made from different shipments in stock i.e. an average cost of shipment in stores is charged. (d) Weighted average cost system In this system price is calculated by dividing the total cost of material in the stock from which the material to be priced could be drawn by the total quantity of materials in that stock.
Stock verification systems:
Some discrepancies between the actual and the book balances of inventories are bound to occur despite the diligent store keeping. Stock verification is carried out for the following purposes : To reconcile the stores record and documents for their accuracy and usefulness. Identification of areas deserving tighter document control.
To minimize the pilferage and fraudulent practices. Some of the systems of physical stocktaking are as below:Annual or periodic physical verificatioPerpetual inventory and continuous stock taking system.
Stores and Spares

Inventory of stores and spares includes material required for day to day maintenance of plant, mandatory spares as recommended by the vendor of plant and machinery and insurance spares required to be replaced in case of sudden break-down of plant. Data collection can better be understood by interpretation of data as use fullness and utility of research findings lie in proper interpretation. This also will help us in drawing inferences. Turnover of stores material or inventory turnover ratio Inventory turnover ratio is one method of exercising material control. The inventory turnover ration is calculated as follows:
Cost of material consumed during the period Cost of average stock held during the period
Cost of material consumed = Opening stock + Purchase Closing stock Average stock =
Opening + Clo sin g stock 2
The stock turnover ratio can also be determined in days as follows:
Inventory turnover in days =
Days during the period Inventory turnover ratio
It is essential to compare the turnover of different kinds of material to find out the items, which are slow moving thus helping management to avoid keeping capital locked up in such items. A low ratio is indicator of slow moving stock, accumulation of obsolete stock, carrying of too much stock. On the other hand, a high turnover ratio is an indication of fast moving stock and less investment in stock. A low turnover ratio will lead to the disadvantage of arising out of overstocking. A stock turnover ratio for a particular item is zero, it means that the item had not been used at all during the period and should be immediately disposed off otherwise the quality of the item will be deteriorated. Although the first calculation is more frequently used, COGS (cost of goods sold) may be substituted because sales are recorded at market value, while inventories are usually recorded at cost. Also, average inventory may be used instead of the ending inventory level to minimize seasonal factors. This ratio should be compared against industry averages. A low turnover implies poor sales and, therefore, excess inventory. A high ratio implies either strong sales or ineffective buying. High inventory levels are unhealthy because they represent an investment with a rate of return of zero. It also opens the company up to trouble should prices begin to fall.
Economic Order Quantity Economic order quantity is calculated as below : EoQ
2 AO = I
A = Annual consumption of inventory
Where, O I = Ordering cost of the inventory in a year = Carrying cost of the inventory
Ordering cost = Cost of staff + Cost of enter etc. Economic order quantity is that level of inventory that minimizes the total of inventory holding cost and ordering cost. The framework used to determine this order quantity is also known as Wilson EOQ Model. The model was developed by F. W. Harris in 1913. But still R. H. Wilson is given credit for his early in-depth analysis of the model.
The ordering cost is constant. The annual (or monthly or whatever periodicity you desire, here we will use annual) demand for the item is constant over time and it is known to the firm. Quantity discounts doesn't exist. The order is received immediately after placing the order. Variables Q = order quantity Q = optimal order quantity D = annual demand quantity of the product P = purchase cost per unit C = fixed cost per order (not per unit, in addition to unit cost) H = annual holding cost per unit (also known as carrying cost) (warehouse space, refrigeration, insurance, etc. usually not related to the unit cost)
The Total Cost function The single-item EOQ formula finds the minimum point of the following cost function:
Total Cost = purchase cost + ordering cost + holding cost Purchase cost: This is the variable cost of goods: purchase unit price annual demand quantity. This is PD Ordering cost: This is the cost of placing orders: each order has a fixed cost C, and we need to order D/Q times per year. This is C D/Q Holding cost: the average quantity in stock (between fully replenished and empty) is Q/2, so this cost is H Q/2 EOQ is essentially an accounting formula that determines the point at which the combination of order costs and inventory carrying costs are the least. The result is the most cost effective quantity to order. .
Main Reason for Keeping InventoryThere are three basic reasons for keeping an inventory: 1. Time - The time lags present in the supply chain, from supplier to user at every stage, requires that you maintain certain amount of inventory to use in this "lead time" 2. Uncertainty - Inventories are maintained as buffers to meet uncertainties in demand, supply and movements of goods. 3. Economies of scale - Ideal condition of "one unit at a time at a place where user needs it, when he needs it" principle tends to incur lots of costs in terms of logistics. So bulk buying, movement and storing brings in economies of scale, thus inventory.
Objectives of Inventory ManagementThe main objectives of inventory management are operational and financial. The operational objectives means that the materials and spares should be available in sufficient quantity so that work is not disrupted for want of inventory. The financial objective mean that investment in inventories should not remain idle and minimum capital should be locked up in it. Therefore, the objective of inventory management is to minimize the investment in inventories keeping in vies the production, sales and financial resources of the firm. In brief the different objectives of the inventory management may be summarized as follow:
Operating Objectives: 1) To ensure continuous supply of material. 2) To ensure uninterrupted production. 3) To minimize the risks and losses. 4) To ensure better customer services. 5) Avoiding of Stock-out Danger.
Financial Objectives: 1) To minimize capital investment. 2) To minimize inventory cost. 3) Economy in purchasing.
4) To take advantages of favorable market conditions. Reasons for Inventory ManagementImprove customer service
Economies of purchasing Economies of production Transportation savings Hedge against future Unplanned shocks (labor strikes, natural disasters, surges in demand, etc.) To maintain independence of supply chain
INVENTORY MANAGEMENT must tie together the following objectives, to ensure that there is continuity between functions: Companys Strategic Goals Sales Forecasting Sales & Operations Planning Production & Materials Requirement Planning. Inventory Management must be designed to meet the dictates of market place and support the companys Strategic Plan. The many changes in the market demand , new opportunities due to worldwide marketing , global sourcing of materials and new manufacturing technology means many companies need to change their Inventory Management approach and change the process for Inventory Control .
Scope of Inventory Management
Various activities covered under inventory management are as follow1- Material Planning and control Activities performed are: a) Estimation individual requirements of parts. b) Preparing materials budget c) Forecasting the levels of Inventories d) Scheduling the orders e) Monitoring performance in relation to production and sales. 2- Procurement/purchasing of materials The following activities are undertaken under this heading: a) Selection of source of supplies through vender development b) Finalization of terms and conditions of purchase order c) Placement of purchase orders
d) Follow-up e) Maintenance of mutually beneficial suppliers relationship f) Approval of payment to suppliers etc.
3- Inventory control : a) Establishing inventory levels b) Inventory analyses ABC, EOQ, ROP etc. c) Lead time analysis and reporting
4- Stores and stores administration : a) Physical control of materials b) Preservation of stores c) Minimization of obsolescence and damage through timely disposal and efficient handling d) Maintenance of stores records e) Planning for proper location and stocking f) Physical verification of stocks/inventory and reconciling
5- Standardization and simplification : a) Value analysis
b) Disposal of scrap, surplus, obsolete material c) Cost reduction 6- Determination of inventory policies 7- Determining various stock level 8- Determining economic order size 9- Safety or buffer stock
10- Determining lead time Limitation of the study

1)
Limited sources limited sources of the information were one of the major hindrance during the study due to absence of proper guidelines, it was very typical to prepare the report. As it known that, this is a primary type of research so there were many problem in collecting the data
2) Time limit To learn the whole process and to understand the criticality of the system, it required a lot of time and unfortunately the time was the major constraint. It was very tough to acquire the practical knowledge in such a short period of time.
3) Overburden of work As there were limited no. of employees, they all were busy in their given task thats why many of time they dont have enough time to explain the required things.
Purchase Department
Purchasing of all the required material is done here. All the departments send their requirements to purchase department and this department fulfill their wants as much as needed and possible. This department make available necessary inventory. It purchases material as soon as possible to avoid any kind of interruption in production. For this it gives priority to the delivery time and quality first and price least. They try to reduce order cost by placing few larger orders rather than numerous small orders. It works in order to remove repetition of inventory. Purchase department has all the information about the existing suppliers for particular material. It place order to the best available vendor so that best material can be provided to departments. Purchase department develop a vendor development policy in which the department motivate and support those vendors who are capable but not in condition to establish themselves by itself. The reason behind that is to decrease monopoly and to open all the alternatives and it is also helpful in the economy development. After accomplishing all the process relevant to the purchasing of material the further process is done by Store Department.
Importance of purchase department 1) To minimize the time lack between placing an order and receiving the goods.
2) Purchase department plays an important role in reducing order cost. 3) It helps to provide good quality product at a reasonable price. 4) It maintains good supplier relationship. 5) To avoid excess of inventory and investment. 6) To proper utilization of funds.
STORE A store is the function of receiving, storage, issuance preservance of materials of all types. Stores is a place for all and all in its place All types of materials raw materials, components, sub assemblies whether purchased or manufactured in house, are stored in a Store. It is the place where all inventory is kept. In RSWM there are 2 segments of stores
1) Receipt Store 2) Main Store 1) Receipt Store All the goods which are purchased are firstly received at receipt store, where it is checked according to order details. An M.R.N is prepared immediately after the checking. Further on particular department, is recalled for the approval of goods. 2) Main Store When goods are approved, they are transferred to the main store, where they are kept till issue. Slip is required for such issuing. If budget limit is crossed then the main store will not issue the goods to that particular department. Importance of Store1) To keep and maintain inventory in a systematic way till the issuing. 2) To keep the account of all the inventories. 3) To avoid any kind of mismanagement 4) To proper allotment of material to particular department. 5) All the data about the inventory can be access easily. 6) Prior action is done to avoid deviation at later stage. 7) Time saving.
Process of Inventory and Store Management
DESIGNATION OF PURCHASE DEPARTMENT
DESIGNATION OF STORES
WORK AREA OF PURCHASE DEPARTMENT
Mr. S.M.Jain(Deputy Manager Material) :
Head of the purchase and store department. All the orders are passes under his permission.
Mr. Dinesh Pareek(Executive):
Purchase of Engineering and Civil, furniture and fixtures and building materials is managed under him. Mr. Jinesh Kathed(Deputy Officer) :
Purchase of spare parts used in production(Spinning) and maintenance is managed under him. Mr. S.P.Jain(Assistant Officer) :
Purchase of Packing material, general items, dyes and chemicals, stationary and printing, local purchasing is managed under him.
WORK AREA OF STORES Mr. Y.K.Agarwal(Executive) :
Controlling of Stores and Issuing the Material is managed under him. Mr. Anil Tripathi(Deputy Officer) :
Preparation of statement, maintain budget, L.P.G and furniture repairing is managed under him. Mr. Manoj Garg(Deputy Officer) :
Bill passing, preparation of challan of repairing material and follow up is managed under him. Mr. Umesh Kushwah(Assistant) :
Managing the total receipt, Checking, preparation of MRN(Material Receipt Note), Approval of material, transfer of approved material to main store.
WORK AREA OF ACCOUNTS DEPARTMENT Mr. A.K. Pokharna(Accounts Officer) :
He is totally responsible for accounting work of purchase and stores department he cross tally all the figures through all the facts and figures related with the inventory and at last he makes the payment to the suppliers.
INDENT
It is a requirement note prepared by the individual department, which need the material. It is also known as Purchase Requisition. Departments are 1) Spinning and Post Spinning (mill 1 to 6)
2) Administration Deptt. Each department made its individual indent as per requirement. Mainly indent is of two type:

Regular Indent Against Immediate Indent
Regular Indent: It is prepared in the previous month for future months demand. It is decided in target meeting held in last month. Regular indent is used for the small and regular items. Example- Stationary items Against Immediate Indent: This indent is prepared when urgency is there like machine breakdown whose prior prediction is not possible. Every year a budget is fixed for such indents.
Budget Every year purchase Budget for every department is prepared. The department can make indent within that budget limit only. If their demand crosses the limit then Special Sanction is needed, which is sanctioned by Mr. Rajiv Jain(COO) or Mr. J.C.Laddha(ED).
Performa of Indent:
1) 2) Requisition No.: It is the indent no. required for further processing. 3) Dept.: Name of the department which propose the indent 4) Item Code: In RSWM everything is done through coding. There is a series of items which is used in this process.
The basic item series is: G C F D Z H T S General Items Capital Goods Furniture Dyes Packaging items Fuels Printing & Stationary Scrap
There are some department codes also. for eg. P Spinning Blow room Carding PG PH 5)
Item Description Item which is required by the department is detailed under is this heading.
6) Unit - Measuring unit of item described in Item description column. E.g. - K.G., Ltr., No.
7) Quantity Required It is the quantity of an item which is required. 8) Delivery Date It is the expected date on which item is required. 9) Current Stock Stock of the material in all unit of R.S.W.M is checked. 10)F.O.C. Quantity Is there is any free of cost material available in the store then that Material will be come under this heading. 11) On Order An indent of same material of which order is placed but not received yet. 12) On Requirement Material of which indent is already in processing but order is not yet placed.
13) Unit Rate Price of the item is specified here. 14) Value Total price of item demanded. (V = price x quantity). 15) Monthly Average Consumption In this the consumption rate of the material is checked. It is further classified in 2 parts. A) B) 16) This year ; Previous year. Last Supplier Code It is the code of last supplier of the same material.
17)
Last Supplier Name It is the name of last supplier from which the same material was
purchased. 18) 19) 20) Last Purchase Order Number It is the last purchase order no. of same material. Lead Time Days This includes the no. of days by which delivery extend. Po. No. and Execution Date It includes no of order and date on which material is
received.
21)
Budget Under this the total budget of the particular department is described. This is
divided in different segment likeTOTAL (Original+Additional) Budget of Cost Center TOTAL Balance Budget of that Cost Center LESS: Pending order of that Cost Center LESS: Pending Indent of that Cost Center Unauthorized Indent of that Cost Center -----------------------------BALANCE AMOUNT LESS: Current Indent ------------------------------
NET AMOUNT Cost Center Inventory When balance amount is received than this current indent amount is deducted and net amount is received. The department can get any required material if only it has budget under its account and if it crosses the budget limit than it will be needed special sanction. Otherwise it cant be put into further processing. This sanction would be done by C.O.O. or E.D.
INQUIARY: When indent is received the purchase department makes inquiry about the item which is needed. Inquiry includes Market research, price comparison and conditions, which are favorable to RSWM In market research they search for suitable suppliers who provide them better quality products at lower price. They also give importance to lead time. RSWM give emphasize 1) On quality 2) Delivery and 3) Price. In RSWM they select best alternative vendor amongst available vendors pool even there are some fixed suppliers also from which heavy machinery, fuel, furnance oil are purchased. Eg.
1)Lakshmi Machinery Works Limited, Coimbatore. 2)Claraint Company of dyes, Mumbai. RSWM also helps in supplier development they have made vendor development policy, which helps to reduce monopoly, to increase quality, to purchase material at low price and to provide best delivery time. The another objective behind this policy is to develop Small Business Units(SBUs) which ultimately helps to develop Indian economy. In certain there cases there are some local vendors from which some particular item are purchased eg. Furniture repairing, Stationary and printing. Repairing items are send to the vendors from which day work purchased.
QUOTATION After enquiry R.S.W.M(Purchase Department) demands for the quotation from selected vendors. Under this price, quality and other information related to the product is provided by vendors. PRICE COMPARISION After receiving quotation from various vendors, purchase department prepare Price Comparative Statement in which they compare among prices of different vendors and then take decision from which vendor they will gain more. ORDER After enquiry when supplier is fixed the purchase department send the material requirement in written form which known as Order and the Performa is called Order Form.
Contents Of Order Form1) Order No.- It is a computerized based series in continuation. 2) Date When order form is prepare. 3) Tin No. The Tin No. of RSWM Kharigram 0841001037 4) R.S.T. No. 0610/1054 Dated on 01/05/1974.
5) C.S.T. No. 0610/1054 Dated on 27/05/1974.
6) Bankers The Following bankers are A- S.B.B.J Kharigrma, Gulabpura. B- Bank Of Rajasthan, Gulabpura 7) Suppliers Name Name of the supplier from whom the material will be purchase. 8) Suppliers Code Code which is generated for this particular suppliers. 9) Production Description A- Indent No. - It is the code of indent of that particular material. B- Item Code It is the unique code of particular item which developed and used by RSWM C- Description Detailing about the particular item. D- Quantity Unit How much material is required and in what units it is measured. E- Rate/Unit Price of single of that item.
F- Discount Any price concession if given by the supplier.
Next part of order is about terms and condition. In terms it includes1) Excise Duty(If payable) 2 ) Sales Tax Mainly C.S.T. charged @ 2% 3 ) Ex godown If there is ex godown then it means all the charges from packaging of material at supplier godown to the delivery at RSWM Kharigram Stores are payable by RSWM itself. 4 ) F.O.R this terms is there it means till transportation charges are included in price from transportation to delivery is paid by RSWM 5 ) Delivery This is the date on which material is expected to reach the destination. 6 ) Payment Mode How the payment is made to supplier whether it is in advance and it has a time limit. It may be through by Cheque/Bank Draft/Cash. There are 4 copies of order form. 2 copies are send to the supplier, 1 copy to store and last copy to accounts department.
MATERIAL RECIEPT NOTE This is the part of process which comes under stores department. M.R.N. is prepared when the material is received by the RSWM stores. M.R.N. is prepared for all the goods whether they are usable, returnable, replacable, not approved. It is a base that shows goods are received by stores department. When these goods are approved then M.R.N. is passed to Accounts Department. PERFORMA OF M.R.N. DEPARTMENT 1) Supplier Code and Name Here, the code of the particular supplier is mentioned which is already set. The name and station is also specified. 2) Challan No. It is the no. of receipt given by transporter by whom material is sent to the R.S.W.M by the supplier. 3) Invoice No. An invoice is sent by the supplier with the material received at the store every invoice has its identity no. 4) P.O.Type (L - Local / R - Repair / I - Import). It is the type of purchase order whether it is local purchase, repairing item, import purchase.
5) M.R.N. and Date It is M.R.N. identity no. and date when M.R.N. is prepared eg. Goods are received
6) M.R.N. Confirm Date It is the date on which goods are approved by the related department and the goods are transferred from receipt store to main store. 7) Transporter Name In this field the name of transporter is shown. 8) Payment Terms In which form the payment is to be done is specified under this heading. It can be advance or within particular time period. 9) Mode of Payment Payment is made through Cheque/Bank Draft/Cash is mentioned under this category. 10) Form Applicable If any form is applicable to the material purchase is given under this. 11) Invoice Amount The amount which was described in invoice is mentioned here. 12) Deduction Amount Any type of discount or deduction is described here. 13) Credit to Party It is the final amount which has to be paid. (Invoice amount-Deduction amount) 14) Credit to Employee If any amount is paid by the employee relevant to the goods purchased like freight charges, is credited to the employees account. 15) Debit to CENVAT, VAT,CVD Under this heading tax details are described. 16) P.O. LN.(Purchase Order Line No.) Under this, no. of items are specified.
17) Article Code and Description This is the code of particular item and detailed about that item. 18) UM(Unit Measurement) This is the measuring unit of material.
19) Data Code This is the specified code which is generated for particular material. 20) Quantity Accepted The quantity of the material which is approved by the department. 21) Basic Rate Price of single unit of the material. 22) Basic Amount It is the total price of the material purchased. (Rate X Quantity) 23) Discount Amount This is the discount which is given by the vendor on the material price. 24) Sales Tax This is the description of tax which is charged on the purchased items. 25) P&F MISC. Exp. Any packing and forwarding expenses, if pay is mentioned here. 26) Freight Charges Any freight charges paid by R.S.W.M employee to acquire the material. 27) Other Vendor If there is any mediator or any other supplier, who purchases the goods on behalf of R.S.W.M or help the R.S.W.M in acquiring that material, they are called as other vendors and any amount paid by those vendors comes under this heading. 28) Misc. Deduction There are many differences between the calculation done manually and computerized. The difference amount is basically in decimals. To adjust that
amount some deductions or changes have to be done and this are described under misc. deduction.
29) Excise Duty If excise tax is paid on the material purchased than that amount is specified under excise duty. 30) Total This is the total amount which is received after balancing all the figure.
ISSUE REQUISITION NOTE After approval, the material is transferred to main store from receipt section. Here, material is issued on the basis of issue slip. Issue slip is a document in which gives the right to the department to get material issued. Without issue slip one could not get the material. This issue slip is the proof that the department is permitted to get the ordered material. And it is signature by executive (Store Head) and department Head. Every department has particular time slot given by store, during that time departments can get the material.
PERFOMA OF ISSUE REQUISITION NOTE 1) Requisition No. It is the identity no. of the indent prepare for that material. 2) Date It is the date when IRN is prepared. 3) Department Code It is the specific code for the department which wants to get issued the material.
4) Name Here, the name of the department is given. 5) Item Code This is the code given to specified item. 6) Description There is information about the material which has to be issued 7) Project Code This is the description about the material it shows that in which section of the department that material has to be used. 8) Sub Head Description Which type of material has to be issued, is comes under this heading. 9) Stock No. of units available in the store. 10) U.M.(Unit measurement) Measuring unit of the material. 11) Quantity Required - NO. of units of material required by the department. 12) Quantity Issued No. of units of material issued by the store. 13) Amount It is the total amount of the material issued. 14) Location In which shelf the material is kept in the store is mentioned under this heading.
BILL PASSING When material is approved by the department, it is stored in the main store. The M.R.N. of the approved goods is further passed to other employee of main store for bill passing. That is bill passed to the account department. There are certain cases when bill of particular material is not passed, these cases are 1) If material is for trial practice. 2) If original invoice is not available. 3) If new technology is to be used. Accounts department Here, accounts department plays the role of payee. All the payment of purchase are done by this department. Department makes payment according to terms and conditions, already fixed in order form. Before making payment each and every doubt is make clear i.e. order, M.R.N. is checked here. Employee manually cross check the order and M.R.N. if there is any difference between order rate and M.R.N. rate then accounts department issues an amendment letter to stores. It is signed by the next higher authority. Basically they match the They also check the debit and credit of the vendors party so that double payment can be avoided. If advance payment is made to the party than it must be already debit and when bill passes to the accounts department then that party must be credited. Payment mode Rate of item Size of item Quantity of item VAT & CENVAT(if payable)
Process of Accounting :
Checking from order They manually check the MRN bill passing with order. If there is any difference they issue an amendment letter to stores for correction.
Updation in system If there is no difference between order and MRN bill passing then the detail of invoice updated on the system.
Batch Run It is a program on system in which voucher is generates. Voucher is of 4 type1- Journal voucher 2- Sales voucher 3- Purchase voucher 4- Expense voucher
Voucher printing Through batch run voucher is generated and that voucher is printed out for further processing.
Voucher checking After printing the voucher, it is checked by the employee to avoid further mistakes.
Voucher approval If the voucher is correct then it is approved and payment is made to the party.
TDS deduction TDS (Tax deducted at source) is deducted for the repairing items only.
Payment Payment is made to the party after conforming all the terms and condition day to day allocation to parties is also done before making payment. Payment can be done in1) Advance 2) Cash / Cheque 3) Bank draft After the making of payment to the party that is closed and it is the final step of the inventory process.
SCRAP Scrap- The waste material which is of no use to the firm is called Scrap. It has no scope to be utilized further in the mill. Here Scrap is divided into following categories1) Iron Scrap 2) Plastic Scrap 3) Cone carton Scrap
4) Wooden Scrap 5) Chindi Scrap(Waste Clothe) 6) Anti Plastic Jeri can Scrap 7) Plastic Bobbin Scrap 8) HDP Scrap 9) LDP Scrap Scrap has its own value. Its not thrown out, it can be sold further to small unit who use this scrap in their process. RSWM earn money through selling the scrap. So we can say that scrap is very important part of inventory. Through scrap problem of unwanted un useful, idle items can be solved. There are different yards for keeping this scrap, which are called scrap yard. It consist all the type of scrap. Scrap of each and every category is kept in separate scrap yard in RSWM Costly scrap item are kept in stores and general or regular items are kept in scrap yard under purchase department. There are fixed days for collecting scrap from different department these days are Monday and Thursday. Scrap is sold every month. Payment can be made in advance or cash.
Process Step 1 A memo is made by relevant department. Step 2 That memo is given to the different buyers. Step 3 After that a contract is made by CCD (Corporate Commercial Department). Step 4 applications or tenders are invited there. Then best profitable tender is accepted and at last a contract is made. If the value of scrap is more than 10,000 Rs. then it will be dealt by CCD and if it is less than 10,000 Rs. then purchase department would handle it.
Step 5 After that an invoice is made of the sold scrap. TAXES 4% vat is charged on the scrap items. There are 4 copies of the invoice which are to be send to 1 Buyer 2 Store/Purchase Department 3 Accounts Department
4 Main Gate There is a main gate entry of each and every item, without gate pass no one can carry the scrap material inside or outside of RSWM
Performa Of Scrap Contract 1) Name of Firm The name of the firm R.S.W.M is given here. 2) Date Date of contract is mentioned here. 3) Name of Contractor The person who has signed the contract, whose name is mentioned here. 4) Subject The reason of contract is described here then there is detailed information about the contract. 5) Particulars Name of the scrap items which is to be sold.
6) Approx Quantity There is approximate idea of the scraps quantity. 7) U.M Measuring unit of the scrap is mentioned here. 8) Rate per U.M.(in Rs.) There is rate of scrap item at per measuring unit.
9) Commercial Terms and Condition There are some terms and condition which are attached with the contract. It have all the essential information related to contract. 10) Signature of Authorized Person There is approval(signature) of Deputy General Manager of Corporate Commercial Department. Which prove that this contract is authentic?
Of Inventory Management at RSWM Ltd.
Strengths 1) RSWMs E.R.P. system purchase, store and all other departments are interlinked through the E.R.P.(Enterprises Resource Planning) which consist T.I.M.(Textile Integrated Manufacturing) which is very helpful in managing the inventory. 2) Time management The working of RSWM inventory management department is appreciable as it manages time very well. They try to minimize the lead time. 3) Disciplined Environment Uniformity and decorum is maintained there very well. Everything is well arranged in stores department, which shows the discipline. 4) Upgraded technology use of a highly upgraded technology makes the RSWMs inventory system most effective and efficient. 5) Absence of stock-out problem inventory control ensures an adequate supply of materials and stores minimizes stock out and shortages. 6) Use of zero inventory system RSWM uses zero inventory system which reduces the cost by reducing amounts of- Raw materials and purchased parts and subassemblies by having suppliers deliver them directly - Reducing the amount of works-in process by using just-in-time production. - Reducing the amount of finished goods by shipping to markets as soon as possible.
Weakness 1) Higher cost and excessive inventory than are required - it is commonly seen that there is high cost and excessive inventory, which causes loss. 2) Using poor process, practices and antiquated support system. 3) Much more complex system than the uninitiated understands. 4) Resist to change The RSWM is not ready to adopt any kind of change in inventory system. They are very much comfortable with the existing system thats why they dont want to replace it even if there are many better options in front of them. 5) Inadequate no. of employees there are lesser no. of employees which causes mismanagement due to extra burden of work on their shoulders. Employees have to do their own work as well as extra work also to accomplish the task given to their department which causes delay in action.
Opportunity 1) Create new suppliers They can develop small vendors who can further help them in acquiring good quality material at low price. 2) Development of long term relationship Company should develop long term relationships with vendors. This would help in improving quality and delivery.
Threats1) Competitors There is a lot of competition. Suppliers have many options to sell their goods. So RSWM has to be agreed with suppliers terms and conditions. 2) Recession - Because of recession they have limited source to purchase the material and due to this they have to pay more than they expect. 3) Delay in Delivery - There may occur problem which results in delay of the material, which can cause heavy loss. E.g. transportation strike. It is a big threat for RSWM to get material at right time. Hence company has to carry large safety stock.
CONCLUSION At the last after the study of the whole report, in the conclusion it can be said that :Inventory and Store Management plays an important role in every business. It is concerned with both short and long term financial decision. Fixed capital investment generates that productive capacity where as working capital makes the utilization of that capacity possible. The acquiring of inventory and after this its management both the things are equally important. In respect of RSWM ltd. 1) Company is expanding its business continuously it will increase the use and need of inventory 2) Companys inventory controlling system is tightening its grip on inventory, purchasing and consumption. 3) Company should make efforts for sustaining in the local Indian market also. 4) It is having many opportunities for more growth in future. 5) Due to all the expansion and modernization companys inventory and store management is improving day by day. 6) Company is having best place in exports markets and its all brands are famous.
SUGGESTION AND RECOMMENDATION
1) Effective computerization Computer should not be use merely for accounting purposes but also for improving decision making. 2) Review of Classification ABC, FSN and other classification which are used here must be periodically revised. 3) Improve Coordination Better coordination among purchase, stores, production, marketing and finance department will help in achieving greater efficiency in inventory management. 4) Reduce working capital The solution's ease of increased target-setting frequency combined with the "scientific" nature of the algorithms provides clients with a mechanism to lower investment in inventory assets. 5) Lower operating cost Limiting inventory assets leads to a reduction in carrying costs; savings can be expected in facility operating costs, transfer transportation costs and other inventory related costs such as damage, obsolescence and product handling.
Annexure
1) Purchase Requisition (Indent) 2) Order Form 3) MRN(Material Receipt Note) 4) IRN(Issue Requisition Note) 5) Journal Voucher 6) Invoice 7) Contract for Sale of Scrap 8) Inventory department wise summary, 04, 2009
Bibliography
Web sites: -
www.rswm.in www.lnjbhilwara.com www.google.com www.wiekipedia .org www.businessworld.com Books: Chandra Prasanna, Financial Management(Theory and Practices) I.M.Pandey,Financial Management
Journals: A Broader Perspective (Annual Report 2007-08and 2008-09 of RSWM) Company Profile (Annually-2008 ) Inventory Data of RSWM Ltd.

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A Project Study Report RSWM Limited (Kharigram) Titled Inventory and Stores Management Submitted in partial fulfillment for

the Respective Courses

Submitted By: Rekha swarnkar MBA Sem. IV 2008-2010

Submitted To:Arifa Zabin (Lecturer)

1 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

2 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

3 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

4 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

5 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

7 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

Almost all sectors of the textile industry have shown significant

8 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

Indias cotton textile industry has a high export potential. Cost

9 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

10 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

BSL Ltd. (Fabric - worsted, polyester & silk furnishing )

Bhilwara Melba De Witte Pvt. Ltd. (Automotive fabric)

Maral Overseas Limited (Cotton yarn, fabric & knitted garments)

HEG Ltd. (Graphite Electrodes/Steel)

Malana Power Company Ltd. (Hydro Power Generation)

AD Hydro Power Ltd. (Hydro Power Generation)

Bhilwara Energy Ltd.

(Holding Company in the Power Sector)

13 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

15 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

Name of the Concern

Rajasthan Spinning and Weaving Mills Limited.

16 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

6500 lacks 6064 lacks

18 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

19 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

Chart-a- Revenues in key markets (Rs. In crores) Domestic Sales

Chart Of Yarn Business

22 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

23 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

Bhilwara, Rajasthan. Today, BSL has emerged as a strong global player

25 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

26 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

27 PROJECT REPORT ON INVENTORY AND STORE MANAGEMENT

RESEARCH METHODOLOGY Title of the Study INVENTORY AND STORES MANAGEMENT AT

RAJASTHAN SPINNING & WEAVING MILLS KHARIGRAM, GULABPURA

OVERVIEW OF INVENTORY AND STORES MANAGEMENT

CONCEPT OF INVENTORY MANAGEMENT

Stock verification systems:

Stores and Spares

Opening + Clo sin g stock 2

The stock turnover ratio can also be determined in days as follows:

Inventory turnover in days =

Days during the period Inventory turnover ratio

Economic Order Quantity Economic order quantity is calculated as below : EoQ

Scope of Inventory Management

5- Standardization and simplification : a) Value analysis

10- Determining lead time Limitation of the study

Process of Inventory and Store Management

DESIGNATION OF PURCHASE DEPARTMENT

WORK AREA OF PURCHASE DEPARTMENT

Mr. S.M.Jain(Deputy Manager Material) :

Mr. Dinesh Pareek(Executive):

WORK AREA OF STORES Mr. Y.K.Agarwal(Executive) :

WORK AREA OF ACCOUNTS DEPARTMENT Mr. A.K. Pokharna(Accounts Officer) :

Regular Indent Against Immediate Indent

5) C.S.T. No. 0610/1054 Dated on 27/05/1974.

F- Discount Any price concession if given by the supplier.