INTRODUCTION

Cement is a building material has been known in one from other since the time of ancient
sindhu civilization. The information about preparation and use of cement before 18 th century.
Egyptians are known as the users of cement. The Greek civilization used some forms of motor
but romans has developed it. The Indian cement industry is the second largest in the world after
China in terms of quality, productivity and efficiency. In India it came to be established during
the beginning of 20th centuries. In fact the cement era in India commented with establishment of
a smack cement factory at dates Washer man pet in Chennai in 1904 by South India industry
Limited a company that dates back to 1979.The political capacity of this plant was only 10000
metrictons

per

annum

Zuari cement is a part of the Ital cement group, the fifth largest cement producer in the
world and the biggest in the Mediterranean region. Zuari cement ltd is located at Krishnanagar in
yerrraguntla, YSR District. Location of the plant at this place having many advantages. Zuari
entered the cement business in 1994 to operate the teamaco cement plant. In 1995, teximacos
plant in yerraguntla was takeover by Zuari and a cement division was formed. The fleding unit
came into its own year 2001 when Zuari industries entered into a joint venture with the ital
cement group. The fifth largest cement in the world, Zuari cement was born. Today the company
is the top most produces in south India.

NEED FOR THE STUDY

Inventory constitutes the most significant part of the current assets of large majority of
companies in India. On an average inventories are approximately 60% of current assets in public
limited companies in India. Because of the large size of inventories are maintained by firms a
considerable amount of funds is required be committed to them. It is therefore absolutely
improved to manage effectively in order to avoid unnecessary investment. Hence an attempt is
made to study the inventory management in Zuari Cement Ltd.

OBJECTIVES OF THE STUDY

The main objectives of the study are

To find out optimum level of investment in inventory.

To analyze the various inventory management control techniques used by the

organization.
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RESEARCH DESIGN

The select ZUARI CEMENT LTD is located at Yerraguntla in Y.S.R District.The data
collected through secondary sources and. research design is analytical in nature.

DATA SOURCES
In order to perform the search oninventory managementin zuari cement ltd.,used
secondary data for obtaining information.

Secondary Data

This data is obtained directly from the companys annual report, production selection, and
spare parts store section, charts, related company websites and other documents.

Period of the study

The study period confines 4 years from 2009-10 to 2013-14

Statistical tools for analysis

Last in first out(LIFO)&first in first out(FIFO).

Scope and limitations of the study

The study covers inventory management techniques in Zuari, yerraguntla branch only.
As of time constraint, the study concentrates on only inventory management techniques

only.
The financial matters are confidential in nature it is high risk to collect the data from the

company.
There is difference between the collected data as of the sources are annual reports and
website of the company.

Chapter layout
The study is organized into 6 chapters.

Chapter-1
Chapter-2
Chapter-3
Chapter-4
Chapter-5
Chapter-6

: Introduction
:Industry profile
: Zuari cements ltd., A profile
: Research methodology & design
: Data analysis & interpretation
: Findings and recommendations

FINDINGS OF THE STUDY

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All the materials are increased from the 2009 to 2012 i.e. Rs 2789.71 to Rs

9245.63

because increased in the production capacity.

Slow moving items are Up and down with marginal different from 2009 to 2012 i.e.
3.86y% to 7.34% and there small decrease in non moving items continuously from 2009
to 2012 from Rs20.38 to Rs7.95.
The components of average are increased in the year 2009 to 2011 i.e. Rs 722.38 to Rs
1517.84, but it was decreased in the year 2012 to 1094.61 because of less inventory.
As, it is observed that value of economic order quantities was continuously increased in
2009 to 2011 i.e. 258.23 units to 462.28 units due to continues increased in the

production capacity , but it was decreased in the year i.e. 434.17.

Implementation of inventory management and control on the cement manufacturing
industry has reduced the average costs of inventories which has lead to reduced carrying
costs.

SUGGESTIONS
price are needed, and awareness among initiators is to be increased to control the
generation of slow moving and moving item.
Introducing the new trends like JIT for some slow moving materials will definitely show
a positie impact on the costs and the variations in the average costs.
The production planning and material requirement planning should be informed to the
purchThe company should increase in the days of inventory holding it is well to the
organization.
New ways and means of disposing of scrap, surplus and obsolete items at a reasonable
ase department. So that they can identify number of alternative vendors.
The losses due to non moving items should be informed to corresponding department
initiators. So that the initiator can think economically to reduce the inventory.

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INTRODUCTION
The basic responsibility of the financial manager is to make sure the firm cash flows are
managed efficiently. Efficient management of inventory should ultimately result. In the maxima
ion of owners wealth in order to minimize cash requirements inventory should be turned over as
quick as possible. Avoiding stock outs that may result is closing down the production line or lead
to loss of sales. It implies that while the management should try to pursue the financial objective
of turning inventory as quickly as possible. It should at the same time ensure sufficient
inventories to satisfy production and sales demand. In other wards the financial manager has to
reconcile these two conflicting requirements I) to minimize investment in inventory and II) to
meet demand for the product by efficiently organizing the production and sales operation. These
two completing objectives can also be expressed in terms of cost and benefits associated with
inventory.

INVENTORY
It is a list of goods and materials, or those goods and materials themselves, held available
in stock by a business. It is also used for a list of the contents of a household and for a list for
testamentary purpose of the possessions of someone who has died. In accounting inventory is
considered an asset business inventory.

REASONS FOR KEEPING STOCK

There are three basic reasons for keeping an inventory:

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.

Uncertainty
Inventories are maintained as buffers to meet in demand, supply and inventories of scale

Economic Of Scale
Idea condition of one unit at a time at place where user needs it. When needs it principle
tends to insure lost costs in terms of logistics so bulk buying movement and strong bring in
economic of scale, thus inventory.

All these stock reasons can apply to any owner or product

stage.

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Buffer stock held in individual workstations against the possible that the upstream workstation
may be a little delayed in long setup or change over time. .this stock is then used while that
change over is happening. This stock classification applies along the whole supply chain not
within a facility or plant.
Where this stock contains the same or similar items is often the work practice to hold all
these stock mixed together before or after the sub-process to which they relate. This reduces
costs. Because they are mixed-up together there is no visual reminder to operators of the adjacent
sub-processes or line management of the stock which is due to a particular cause and should be a
particular individuals responsibility with inevitable consequences. Some plants have centralized
stock holding across sub-processes which makes the situation even more acute.

SPECIAL TERMS USED IN DEALING WITH INVENTORY

Stock Keeping Unit (SKU) is a unique combination of all the components that are
assembled into the purchasable item. Therefore any change in the packaging or product is a new
SKU. This level of detailed specification assists in managing inventory.
Stock out means running out of the inventory of an SKU.

New

old

stock

(sometimes

abbreviated NOS) is a term used in business to refer to merchandise being offered for sale which
was manufactured long ago but that has never been used. Such merchandise may not be
produced any more, and the new old stock may represent the only market source of a particular
item at the present time.

Inventory examples
While accountants often discuss inventory in terms of goods for sale.Organizationsmanufacturers. Service-providers and not-for-profits-also have Inventories. That they do not
intend to sell. Manufactures. Distributions. 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 and if uncontrolled it will be impossible to
know the actual level of stock ties up cash and if uncontrolled it will be impossible to know the
actual level of stocks and therefore impossible to control them.Whilst the reasons for holding
stock are covered earlier. Most manufacturing organizations usually divide their goods for sale
inventory Into Raw materials materials and components scheduled for use in product

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Transportation
The moment of goods between owners. Or between locations of a given owner. The seller
owns goods in transit until the buyer accepts them. Sellers or buyers may transport goods but
most transportation providers act as the agent of the goods.

Wholesaling
Distributors who bay goods from manufactures and other suppliers for re-sale work in
the whole sale industry. A wholesalers inventory consists of products in its warehouse that it has
purchased from manufacturers or suppliers .A producewholesaler (or distributor) may buy
from distributors in other parts of the world

Retailing
A retailers inventory of goods for sale consists of all the products on its shelves that it
has purchased from manufacturers or wholesalers. The store attempts to sell its inventory to
consumers.It is a key observation in lean manufacturing that it is often the case that more than
90% of a products life prior to end user sale is spent in distribution of one form or another. On
the assumption that the time is not itself valuable to the customer this adds enormously to the
working capital tied up in the business as well as the complexity of the supply chain. Reduction
and elimination of these inventory wait states is a key concept in Lean.

INVENTORY
It is a financial accounting tool for evaluation inventory and it is not necessarily a
management tool. Inventory management should be forward looking. The methodology applied
is based on historical cost of goods sold. The ratio may not be able to reflect the usability of
future production demand as well as customer demand.

BUSINESS MODELS
Including just in time (JIT) inventory, vendor managed inventory (VMI) and customer
managed inventory (CMI) attempt to minimize on-hand inventory and increase inventory turns.
VMI and CMI have gained considerable attention due to the success of third party vendors who
offer added expertise and knowledge that organizations may not possess.

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ACCOUNTING PERSPECTIVES
The basis of inventory accounting
Inventory needs to be accounted where it is held across accounting period `from standard
and theory of constraints-based (throughput) cost accounting perspective follows some examples
and a discussion of inventory from a financial accounting perspective.
The internal costing/valuation of inventory can be complex. Whereas in the past most
enterprises ran simple one process factories, this is quite probably in the minority in the 21 st
century. Where one process factories exist then there is a market for the goods created which
establishes an independent market value for the good. Today with multi-stage process companies
there is much inventory that would once have been finished goods which is now held as workin-process (WIP). This needs to be valued in the accounts but the valuation is a management
decision since there is no market for the partially finished product. This somewhat arbitrary
valuation of WIP combined with the allocation of overheads to it has led to some unintended
and undesirable results

NATIONAL ACCOUNTS
Inventories also play an important role in national accounts and the analysis of the
business cycle. Some short-term macroeconomic fluctuations are attributed to the inventory
cycle.
DISTRESSED INVENTORY
Also known as distressed or expired stock distressed inventory is inventory whose
potential to be sold at a normal cost has or will soon pass. In certain industries it could also mean
that the stock is or will soon be impossible to sell. Examples of distressed inventory include
products that have reached its expiry date or has reached a date in advanced of expiry at which
the planned market will no longer purchase it clothing that is defective or out of fashion and old
newspapers or magazines.
It also includes computer or consumer-electronic equipment that is obsolescent or discontinued
and whose manufacturer is unable to support it.
INVENTORY CREDIT
Inventory credit refers to the use of stock or, inventory, as collateral t o raise finance.
Where banks may be reluctant to accept traditional collateral, for example in developing
countries where land title may be lacking, inventory credit is a potentially important way of
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overcoming financing constraints. This is a new concept archaeological evidence suggests that it
was practiced in Ancient Rome. Obtaining finance against stocks of a wide range of products
held in a bounded warehouse is common in much of the world. Inventory credit on the basis of
stored agricultural produce is Latin American countries and in some Asian countries [5] a
precondition for such credit is that banks must be confident that the stored product will be
available if they need to call on the collateral; this implies the existence of a reliable network of
certified warehouse. Banks also face problems in valuing the inventory. The possibility of sudden
falls in commodity prices means tha5t they are usually reluctant to lend more than about 60% of
the value of the inventory at the time of the loan.

TYPES OF INVENTORY
Another perspective on inventory is to classify it by how it is created. Where inventory
takes four forms:

Cycle
safety stock
anticipation and
pipeline.
They cannot be identified physically, that is an inventory manager cannot look at a oiled of
widgets and identify which ones are cycle inventory and which ones are pipeline inventory.

CYCLE INVENTORY
The proportion of total inventory that varies directly with lot size is called cycle
inventory. Determining how frequently to order and in what quantity is called lot sizing. Two
principles apply.

the lot size varies directly with clasped time (or cycle) between orders if a lot is ordered
The longer the time between orders for a given item, the greater the cycle inventory must be.
At the beginning of the interval. Just before a new lot arrives, cycle inventory drops to its
minimum or 0. the average of these two extremes.
Average cycle inventory = Q+0/2 = Q/2

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This formula is exact only when the demand rate is constant and uniform. However,
it does provide a reasonably good estimate even when demand rates are not Constant. Factors
other than the demand rate also may cause estimating errors when this simple formula is used.

SAFETY STOCK INDUSTRY

To avoid customer service problems and the hidden costs of unavailable components,
companies hold safety stock. Safety stock inventory that protects against uncertainties in demand
lead time and supply changes. Safety stocks are desirable when suppliers fail to deliver either the
desired quantity on the specified date or items of acceptable quality, or when manufactured items
require significant amounts of scrap or rework. Safely stock inventory ensues that operations are
not disrupted when such problems occur allowing subsequent operations to continue. To create
safety stock a firm places an order for delivery earlier than when the item is typically needed.
The replenishment order therefore arrives ahead of time giving a cushion against uncertainty.
ANTICIPATION INVENTORY
Inventory used to absorb uneven rates of demand or supply. Which businesses often face,
is referred to as anticipation inventory. Predicable seasonal demand patterns lend themselves to
the use of anticipation inventory. Uneven demands can motivate a manufacturer to stockpile
anticipation inventory during periods of low demand so that output levels do not have to be
increased much when demand peaks. Anticipation inventory also can help when suppliers are
threatened with a strike or have sever capacity limitations.

PIPELINE INVENTORY
Inventory moving from point to point in the material flow system is called pipeline
inventory. Materials move from suppliers to a plant, from one operation to the next in the plant,
from the plant to a distribution center or customer, and from to distribution center to a retailer
pipeline inventory consists of orders that have been placed but not yet received.
Pipe line inventory=dl
The lot size can indirectly affect pipeline inventory.

COSTS OF HOLDING INVENTORY

One operating objective of inventory management is to minimize cost. Excluding the cost
of merchandise the cost associated with inventory fall into two basic categories (i) ordering or
acquisition or setup costs and (ii) carrying costs.
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Ordering Cost
This category of associated with the acquisition of ordering of inventory. Firms have to
place the orders with suppliers to replenish inventory of raw materials. The expenses involved as
referred to as ordering costs. A part from placing order outside the various production
departments have to acquire materials from stores.
Any expenditure involved here also part of the ordering cost. Including in the offering costs or
costs involved in (1) preparing a purchase a purchase order or requisition of form and (2)
receiving. Inspecting and recording the received to ensure both quality and quantity. The cost of
acquiring materials consists to electrical cost and stationary. It is there for, called a set up cost.
They are generally fixed per order placed. Irrespective of the amount of the order. The
acquisition costs are inversely related to the size of inventory they decline with the level of
inventory. But acquisition of large quantity would increase the cost associated with the
maintenance of inventory that is, carrying costs

Carrying Costs
The second board category associated with inventory is the carrying costs. They are
involved in maintaining or carrying inventory. The cost of holding inventory may divide in to
two categories.
Those that arise due to the storing of inventory. The main component of this category of carrying
costs are (i) storage cost, that is, tax, depreciation, insurance, maintenance of the building.
Utilities and janitorial services: (ii) insurance of inventory against fire and theft; (iii) detritions
inventory because of pilferage, fire, technical obsolescence and price decline; (iv) serving costs,
such as labor for handling inventory, clerical and accounting costs
The opportunity cost of funds. This consists of expenses in razing funds to finance the
acquisition of inventory. If funds were not locked up in inventory, they would have earned a
return. This is opportunity cost of funds or the financial cost component of the cost.
The carrying costs and the inventory size are positively related and move in the same direction.
If the level of inventory increases, the carrying costs also increases and vice versa.
The sum of the order and carrying costs represent the total cost of inventory. This is
compared with the benefits arising out of inventory to determine the optimum level of inventory.

BENEFITS OF

HOLDINGINVENTORY

The second element in the optimum inventory decision deals with the benefits associated
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with holding inventory. The major benefits of holding inventory are the basic functions of
inventory in other world inventories perform certain basic functions. Which are of crucial
importance in the firms production and marketing strategies
The basic function of inventories is to act as a better to decouple or uncouple the various
activities of a firm so that all do not have to be pursued at exactly the same rate. The key active
are

purchasing
production and
selling.
The term uncoupling means that these interrelated activities of a firm can be caring on
independently. With out inventories, purchase and production would complete controlled by the
sales schedules. If the sale of a firm increase, these to would also increase and vice versa. In
other words, purchase and production function would depends up on the sales. It is, of course
true that in the long run, the purchasing and production activities are and in fact, should be tied to
the sales activity cannot be carried out efficiently. Inventories permit short term relaxation so that
each activity may be pursued efficiently. Stated differently, inventories enable firms in the short
run to produce at a rate grater than purchase of raw materials and vice versa, or to sell at a rate
greater than production and vice versa.
Since inventory enable UN coupling of the key activities of a firm each of then can be
operated at the most efficient rate. This has several beneficial effects on the firms operations. In
other words, three types of inventory, raw materials, work in process and finished goods.
Perform some use full functions. Alternatively, rigid typing of purchase and production to sale
schedules is uncoupling are as follows.

Benefits In Purchasing
If the purchasing of raw materials and other goods is not tied to production and sales,
several advantages would be available. In the first place, a firm can purchase large qualities that
are warranted by usage in production or in sales level. This will enable it to avail discounts that
are available on bulk purchase; moreover, it will thus be a significant in the costs. Second, firms
can purchase goods before anticipated or announced price increase. This will lead to a decline in

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the cost of production; inventory thus serves as a hedge against price increase as well as short
ages of raw materials. This is a highly desirable inventory strategy.

Benifits In Production
Finished goods inventory serves to uncouple production and sale. This enables
production at a rate different from that of sales. That is production can be carried on at a rate
higher or lower than sales rate. This would be of special advantage to firms with seasonal sales
pattern. In their case, the sales rate will be higher than the production rate during a part of the
year and lower during the off season. The choice before the firm is either to produce at a level to
meet the actual demand that is higher production during peak season and lower production
during off season or produce continuously throughout the year and build up inventory which will
be sold during the period of seasonal demand. The former involves discontinuity in the
production schedule while the latter level production. The level production is more economical
as it allows firm to reduce the cost of discontinuities in the production process process. This is
possible because excess production is kept as inventory to meet future demands. Thus, inventory
helps a firm to coordinate is production scheduling so as to avoid disruptions and the
accompanying expenses. In brief, since inventory permits least cost production scheduling
production can be carried on more efficiently.

Benefits In Work In Process

The inventories work in process performs two functions in the first pace, it is necessary
because production process is not instances. The amount of such inventory depends upon
technology and the efficient of production. The larger the stops involved in the production
process. The larger the work in process inventory and vise versa. By shortening the production
time, efficiently of the production process can be improved and size of this type of inventory
reduced. In a multi stage production process. The work in process inventory serves a second
purpose also. It uncouples the various stages of production so that all of them do not have to
perform at the same rate. The stages involving higher set up costs may be most efficiently
performed in the batches with a work in process inventory accumulated during a production run.

Benefit In Sales
The maintenance of inventory also helps a firm to enhance its sales efforts. For one thing
if there are no inventories of finished goods, the level of current production. A firm will not be
able to met demand instantaneously. There will be a lag depending upon the production process
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if the firm has inventory, actual sales will not have to depend on lengthy manufacturing process.
Thus, inventory serves to bridge the gap between current production and actual sales. A related
aspect is that inventory serves as a competitive marketing tool to meet customer demands. A
basic requirement in firms competitive position is its ability Vis- a- Vis its competitors to supply.
If it is not able to do so, the customers are likely to switch to suppliers who can supply goods at
short notice. Inventory, thus, ensures a continued patronage of customers. Moreover in the case
of firms having a seasonal pattern of sales, there should be a substantial finished goods inventory
prior to the peak sales season, failure to do so may mean loss of sales during the peak season.

INVENTORY CONTROL TECHNIQUES

Inventory control technique are employed by the inventory control organization with in
the framework of one of the basic inventory models, fixed order quantity system, fixed order
period system. Inventory control techniques represent the operational aspect of inventory
management and help realize the objective of the inventory management and control.
Several techniques of inventory control or in use and it depend on the convince of the
firm to adopt any of the techniques. What should be stressed of ever is a need to cover all items
of inventory and all stages of receipt from suppliers to the stage of their use. The techniques most
commonly used are the following.
. Always better control (ABC) classification

. High, medium and low (HML) classification

. Fast moving, slow moving and non moving (FSN
ABC ANALYSIS
One of the widely used techniques for control of inventories is the ABC (Always
Better Control) analysis. The objective of ABC control is to vary the expense associated with
maintaining appropriate control according to potential savings associated with a proper level of
such control. The ABC approach is a means of categorizing inventory items into three classes
A, B and C, according to the potential amount to be controlled.
The following procedure is suggested for developing an ABC analysis:

List each items carried in inventory by num or some other designation

Determine the annual volume of usage and rupee value of each item.
Multiply each items annual volume of usage by its rupee and value.
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 Compute each items percentage of total inventories in terms of annual usage in rupees.
Select the top 10 percent of all items which have the highest rupee percentages and classified
them as A.

Select the next 20 percent of all items with the next highest rupee percentage and designate
those B items.

The next 70 percent of all items with the lowest rupee percentages are C items.
HML CLASSIFICATIONS
The High Medium and Low (HML) classification follows the same procedures as is
adopted in ABC classification. Only differences is that in HML in classification unit value is the
criterion and not the annual consumption value. The items inventory should be listed I the
descending order of unit value and it is up to the management to fix limits for three categories.
The HML analysis is useful for keeping control over consumption at departmental levels for
deciding the frequency of physical verification, and for controlling purchases.

FSN ANALYSIS
FSN stands for Fast Moving slow moving and Non-moving. Here classification is based
on the pattern of issues from stores and is useful in controlling obsolescence.
To carry out an FSN analysis the data of receipt or the date of issue, whichever is later, is
take to determine the number of months. Which have lapsed since the last transaction, the items
are usually grouped in periods of 12 months.
FSN analysis is helpful in identifying active items which need to be reviewed regularly
and surplus items which have to be examined further. Non moving items may be divided further
ad their disposal can be considered.

Material Requirement Planning

MRP is a new soluation to an old problem having stock of materials always on hand when
needed with out carrying excess inventory. Highly dependent on computer technology mrp is
most helpful to firms with finished goods are end product. Which are made from a number of
components add which are also subjects to un even or lumpy demand. The technique separates
the vartios components and co ordinates and purchasing delivery with production yhis result in
materials arriving exately when need for production and , at the same time reduce lengeth of the
time when material are held in stock. MRP plans and controls goods on order and generates date
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for determining when specific materials will be needed to meet the previously planned
production schedule.
JUST IN TIME(JIT)
Popularly known in its acronym JIT in time is highly discussed in materials management
circles these days. The concept is already known as ZIPS (Zero inventory production system)
MAN( Materials as needed) , NOT (Nick of time), ZIN (Zero inventories).
As a concept JIT means that virtually no inventories are held at any stage of production and that
the exact numbers of units is brought to each successive of production at the right time.
The JIT concept assumes certain which are found wanting in our industries. What is
required, for ex for it successful implantation us a complete restructuring of the industry, so that
all ancillary industries and suppliers of inventory operate in the vicinity of the main industry to
avoid problems of transportation. If the supplies are located at considerable distance and there is
more is more then one supplier, problem in delivery are bound to rise. There should be one
supplier and products supplied must be of the quality to prevent rejection and consequent delays.
Another pre- requisition for the successful implementation of the ZIN concept is the introduction
of he redesign cooling and auxiliaries to achieve rapid change over set ups in order to reduce
batch sizes.

Methods of valuation of inventories

Specific identification method.
According to this method each item of the inventory identified with its cost. The total of the
various cost to identify constitute the value of inventory. This method is generally used when the
materials or goods or have been purchased for a specific job or customer. Such materials or
customer.

Such

materials

or goods when received are earmarked for the job or customer.

Such materials or goods when received are earmarked for the job or costumer for home they are
purchased and are issued or sold to the particular job or customer whenever demanded.
This technique of inventory valuation came be adapted only by a company which is handling a
small number of items. In case of manufacturing company having a number of inventory items.
It is almost impossible to identify the cost of each individual item of inventory. Thus, this
method is in appropriate in most cases on account of practical considerations. Moreover, the
method opens door to income manipulation when like items is purchased at different prices.

First In First Out method(FIFO)

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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 on the items which are acquired most recently.

Advantages
The method has the following advantages

it takes into account the current market conditions while valuing materials issued to different
jobs or calculating the cost of goods sold.

the method is based on cost and therefore , no unrealized profit or is made on account of use
of this method.

the method is most suitable for materials which are of a bulky and non perishable type

Disadvantages
it involves complicated calculation and hence increases the possibility of clearical reasons
Comparison between different jobs using this same type of material becomes sometimes
difficult. A job commenced a few minutes after another job may have to bear an entirely
charge for materials of the particular lot.
following circumstances:
The FIFO method of valuation of inventories is particularly suitable in the
The materials or goods are of a perishable nature.
The frequency of ppurchases is not large.
There are only moderate fluctuations in the prices of materials or goods purchased.
Materials are easily identifiable as belonging to a particular purchase lot.
LAST IN LAST OUT METHOD(LIFO)
This method is based on the assumptions that the last item of materials or
goods purchased is the first to be issued or sold. Thus,according to this method, inventiry consist
of items purchased at the earliest cost.

Advantages

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It takes into account the current market conditions while valuing materials issued todifferent jobs
or calculating the cost of goods sold.
The method is based on cost and therefore,no unrealised profit or is made on account of use
of this method.
materials or goods is recovered from the production or sales at the earlist.however the method
involves too many calculations as in the case of lifo method.the method has therefore.not been
adopted widely.

ECONOMIC ORDER QUANTITY(EOQ)

EOQ or optimum quantity is the order size which the total cost compromising ordering
cost plus carrying cost is the least. EOQ can be calculated with the help of a mathematical
formula.
Following assumptions are implied in the calculations:
1. Demand for the product is constant and uniform throughout the period.
2. Lead time (time from ordering to receipt) is constant.
3. Price per unit of product is constant.
4. Inventory holding cost is based on average inventory.
5. Ordering costs are constant, and
6. All demands for the product will be satisfied(no back orders are allowed)
In constructing any inventory model this first step is to develop a functional relationship between
the variables of interest and the measure of effectiveness. As EOQ is concerned with cost here
the following would pertain:
TC=DC+(D/Q)*S+(Q/2)H
Where TC= total cost
D= annual demand
C= purchase cost per unit
Q= quantity to be ordered (the optimum amount is termed the EQO)
S= cost of placing an order
H= holding cost per unit of average inventory per annum
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On the right side of the equation. DC is the annual purchase cost

For then units,(D/Q)*S is the annual ordering cost and (Q/2)*H is the annual holding cost
The second step in the model is to calculate order quantity Q, for which, the total cost is
the minimum. In the basic model, this may be done by simple algebra if we recognize that DC is
not a decision variable and hence not a factor in the ordering decision. Then, total cost is
minimum at the point where, the cost is equal to the cost of carrying, or
(DS/Q)= (Q/2) H
Which is turned is solved as follows:
EOQ= `\ (2DS)/H

MINIMUM MAXIMUM TECHNIQUE

The Minimum Maximum system is often using in connection with manual inventory
control system. The minimum quantity is established in the same way as any re- order point. The
maximum is the minimum quantity plus the optimum lot size. In practice a requisition is initiated
when, a withdrawal reduces the inventory below the minimum level. And the order quantity is
the maximum minus the inventory status after the withdrawal. If the final withdrawal reduces the
stock level substantially below the minimum level the order quantity will be higher than the
calculated EOQ
The effectiveness of a Minimum Maximum system is parameters are or established. If
this parameter are based upon arbitrary judgment with a limited factual basis. The system will
limited in its effectiveness, if the minimum maximum are based on an objective rational basis
the system can be vary effective

Understanding inventory
Despite its importance to the supply chain inventory is not universal well understood. It is
variously characterized both positive and negative, as on economic asset to a non income
producing use of capital funds.Only when considered in lite of all quality, clint service and
economic factors from the view of purchasing. Manufacturing , sales and finance does the whole
picture of inventory become clear. No matter the view point, effective inventory management is
essential to supply chain competitiveness.
Page | 18

INTRODUCTION
Cement is a key infrastructure industry. It has been decontrolled from price and
distribution on 1st march 1989 and deli censed on 25th July 1991. However, the performance of
the industry and prices of cement are monitored regularly. The constraints faced by the industry
are reviewed in the infrastructure co-ordination committee meetings held in the cabinet
secretariat under the chairmanship of (coordination). The cabinet committee on infrastructure
also reviews its performance.
CAPACITY AND PRODUCATION
The cement industry comprises of 125 large cement plants with an installed capacity of
148.28 million tones and more than 300 mini cement plants with and estimated capacity of 11.10
million tons per annum. The cement corporation of India, which is a central public sector
undertaking, has 10 units. There are 10 large cements plants owned by various state
governments. The total installed capacity in the country as a whole is 159.38 million tones.
EXPORTS
Apart from meeting the entire domestic demand, the industry is also exporting cement
and clinker. The export cement during 2004-05 and 2006-07WAS 5.41 million tones and in the
year 2008-2009 were 6.92 million tons respectively. Export during April- may, 06 was 1.35
million tones. Major exporters were Gujarat, Abuja cement ltd and L&T ltd.
HISTORY OF CEMENTS

Invention of cement of JOSEPH ASPARIN. A Leeds builder in bricklayer.

21st October, 1824 patented as Portland cement.

Page | 19

1904- Irish and American standards of Portland cement.

1912- Indian cement company limited established factory at porbandar

1951- Indian standards.

CEMENT MANUFACTURING PROCESS

The cement manufacturing process being when limestone, the basic raw material used to
make cement, is transported by rail to the plant from the limestone quarry.
The limestone is combined with clay, ground a crusher and fed into the additive soils,
sand, iron and bottom ash are then combined with the limestone and clay in a carefully
controlled mixture which is ground into a fine power in a 200hp roller mill.

Next, the fine power is heated as it passes the pre-heater tower into a large kiln, which is over
half length of a football fields and 4.2 meters in diameter. In the kiln, the power is heated to
1500 degrees Celsius. This creates a new product, called clinker which resembles pellets
about the size marbles.

The clinker is combined with small amounts of gypsum and limestone and finely ground in a
finishing mill. The mill is large revolving cylinder containing 250 tons of steel balls that is
driven by a 4000ph motor. The finished cement is ground so fine that it can pass through a
sieve that will hold water.

The cement manufacturing process consists of many simulations and continuous operations
using some of the largest moving machinery in manufacturing over 5000 sensors and 50.

Computers allow the entire operation to be controlled by single operator from a central
control room

DIFFERENT TYPES OF CEMENT

There are varieties of cement based on different compositions according to specific end
Page | 20

uses namely ordinary Portland cement, Portland provolone cement, Portland blast furnace slag
cement, and specialized cement. The basic difference lies in the percentage of linker used.
ORDINARY PORTALND CENENT (OPC):
OPC, popularly known as grey cement has 95% clinker and 5% of gypsum and other
materials. It accounts for 56% of the total consumption. White cement is a variation of OPC and
is used for decorative purposes like rendering of walls: flooring

etc. Contains a very low

proportion of oxide.

PORTALAND POZOLANA CEMENT (PPC)

PPC has 80% clinker, 15% pozolona and 5% gypsum and accounts for 18% of the total
cement consumption. Pozolona has siliceous and aluminous materials that do not possess
cementing properties but develop these properties in the presence of water. It is cheaply
manufactured because it used fly ash/ burnt coal, waste as the ingredient. It has a lower heart of
hydration, which helps in preventing cracks where large volumes are being cast.
PORTLAND BLAST FURNACE SLAG CEMENT (PBSFC)
PBSFC consist of 45% clinker, 50% blast furnace slag and 5%Gypsum and accounts for
10% of the total cement consumed. It has heat of hydration even lower than PPC and is generally
used in construction of dams and similar massive constructions.
PRICES

Price fluctuations,

Essentially determined by demand,

Prices also vary with grades.

AVERAGE MAXIMUM RETAIL PRICE

Aug-2006
SEP-2007
OCT-2008
NOV-2009

DELHI
137
137
136
136

CALCUTTA
146
139
125
125

CHENNAI
175
175
175
172

BANGALORE
170
161
161
140
Page | 21

JAN-2010
JAN-2011
MAY-2012

158
228
230

170
220
225

160
240
245

156
236
235

Over 370 companies in the organized sector

However, industry dominated by 20 companies who account for ever 70% of the market.
Individually no company accounts for over of the market.
MANUFACTURING PROCESS
The cement manufactured

by using the wet, semi dry and processes. The wet process was popular

in the past as it provided better control over materials mixing process. However, the dry process
has now gained popularity globally because it space saving, energy efficient and economical
CAPCITY DISTRIBUTION ANDCOSUMPTION NORMS
ORICESS
DRY
SEMI-DRY
WET
TOTAL

CAPACITY % OF TOTAL
(TTD)
282486
139010
5260
301656

93
5
2
100

POWER FULE KCAL/KG

KWH/MT
120-125
115-120
110-115

750-800
900-100
1300-1600

.
GEOGRAPHICAL DISPERSION
Limestone is the most important material input into cement manufacture. The plant
locations are primarily determined based on the proximity of cement-grade limestone deposits.
These limestone deposits have been classified as cluster, some of which overlap two states.
PRODUCTION CAPACITY
Cement plants with a capacity of up to 0.3 mn are classified as mini cement plants and are
eligible for concessional excise duty. Though the minimum economic size of a cement plant is
1mn tpa, there are 300 white and mincemeat plants in India a collective capacity of only 9mn
(8per cent of the total domestic installed capacity ).most of the new cement plants beings set up
have a capacity of 1mn tpa or more. The average cost of setting up a minim cement plant is about
re. 1400 per ton, while for a large cement plant re. 3500 per tone
READY MIX CONCRETE INDUSTRY
Page | 22

ME-ready to use concrete a blend of cement, sand and aggregate and water mixed

in

convenient proportion.

Launched first in Mumbai years ago is gaining in other metros in India

Typical cost of a plant-Rs.7.8 crs (US 1.6$ 1.6 to 108 mn) to set up a 100 cubic meter
(cum) plant with 4-5 transit mixers. Gestation period is around 3-4months.

Currently RMC is at a very nascent stage, accounts for 0.5% of the demand.

COMPANY
ACC
RMC READY MIX
L&T
FLETCHER CHALLENGE
HCC
UNITECH
JOG CONSTRUCTIN
STARMMAC
MADRAS CEMENT
BIRLA CEMENT

NO.OF PLANTS
CAPACITY (CUM/HR)
13
712
4
440
5
330
3
320
2
240
2
152
1
120
1
120
1
56
1
30
THREE UNITS OF ACC TO
BE COOMISSIONDE

COMPANIES PLANNING TO ENTER THIS MARKET

Priyadarshini cements in HYDERABAD.

Saurashtra cements in navy Mumbai.

Pioneer a world leader entering the market.

Capacity additions expected in the next few years.

Acc plans to treble its capacities.

Grasim is setting up four more plans.

L & T plans to add another eight more.

CONCERNS

Cement industry going through a consolidation phase in the last few years.
Page | 23

mode for transportation for distances less than 250kms. Hewer, industry is heavily
dependent on roads or the railway infrastructure is not adequate shortage of wagons.

CAPACITYADDITIONS

Acquisitions have been the mainstay of the business.

Regional imbalance resulting in cross regional movement limestone availability in

pockets has led to uneven capacity additions.

Capacity additions have slowed down.

INDUSTRY INPUTS

Highly capital intensive industry.

Nearly 55-60% of the inputs controlled by the government

Facing problems due to power shortage.

Coal availability and quality affecting predication.

Mini plants realization of the revenue lower large plants, survival diff

CEMENT INDUSTRY IN INDIA

Cement is the preferred building material in India. It is used extensively in house hold
and industrial constructions. Earlier Government sector used to consume over 50 percent of
cement sold in India, but in the later decade its share has come down to 35 percent. Rural areas
consume less than 23 percent of the total cement. Availability of cheaper building materials for
non-permanent structures affects the rural demand.
Demand for cement is linked to the economic activity in any country. Broadly, it can be
categorized into demand for housing construction and infrastructure building. The real driver of
cement demand is creation of infrastructure. Hence cement demand in the emerging economies is
much higher than in developed countries where the demand has reached a plateau. In India the
Government spending on infrastructure will affect the demand for cement.
With the Bharat Nirman programme announced by the government to various
infrastructure projects, road networks and housing facilities, growth in the cement consumption
is anticipated in the coming years The favorable housing finance environment is expected to
Page | 24

fulfill the vast housing requirements both in rural and urban areas. The increase in infrastructure
projects by the government coupled with the construction of the North South and East
West corridor projects have led to an increase in consumption of cement. This increase is
expected to continue in the near future. The reduction in import duties is not likely to affect the
industry as the cement produced is at par with the international standards and the prices are lower
than those prevailing in international markets.
Cement is a typical industry characterized by the boom and bust syndrome. A huge
potential market and rapid growth in the early stages lead to a surge in interest and flurry of
interest. The projected growth rates point to lucrative market. The buoyant markets and huge
profits ranked in by players and a glut in capacity created. Competition increases, price fall and
margins come under pressure, additional capacity comes to halt, and weaker players will be out
of the market. Demand catches up and the cycle is repeated all ever again. Perhaps of all the
cyclical industries, the Indian cement industry exhibits this boom and bust cycle most visibly.

Temptation
A huge potential market, easy availability of raw materials and cheap labour leads to a
fluny of activity and a surge in interest. An estimate of the potential that exists in the per capita
consumption of cement was low in India at 85 kgs. Although the growth of the industry depends
more on level of consumer spending rather than per capita consumption, less it serves as an easy
benchmark to estimate the potential that exists.

Fuel to fire
The projected growth rates in demand based on the potential per capita consumption
growth or other demand drivers like the expected GDP growth rate. Fuel stock market rallies.
Consider the boom in cement stocks in 1994. Every cement company was attracting valuations it
never dreamt about. Scarcity induced by lower capacities and to a large extent on nonavailability of power, drove the cement prices to the hilt. The kind of money minted by most
cement companies as well as investors in that period, made strategists plan enormous increases
in capacity. This explains why capacity creation starting 1 994 was enormous.

Government controls
The factors that primarily control the price of cement arc coal, power tariffs, railways,
royalty and cess in limestone. Government controls all of these prices.

Coal
Page | 25

The consumption of coal in a typically dry process system ranges from 20 to 25 percent
of clinker production. This means per ton clinker produced 0.2 to 0.25 ton coal is consumed.
This contributes 35 to 40 percent of production cost. The cement industry consumes about ten
million tons of coal annually. Since coal fields like BCCL supply a poor quality of coal, NCL and
SCL has to blend a high grade coal with it. The Indian coal has a low calorific value (3500 to
4000 Kcal/Kg) with ash content a high as 25 to 50 percent compared to imported coal of high
calorific value(7000 to 8000 Kcal/Kg ) with low ash content 6 to 7 percent. Lignite is also used
as a fuel by blending it with coal. However this process is not very common.

Electricity
Cement industry consumes about 5.5 billion units of electricity annually while one ton of
cement approximately requires 120 to 130 units of electricity. Power tariffs vary according to the
locations of the plant and on the production process. The state government supplies this input
and hence plants in different states like AP, MP experience power cuts to t he tune of 25 to 30
percent every year causing substantial production loss.

Infrastructure
To reduce uncertainty relating to power, most of the leading companies like ACC, Indian
rayon and Grasim rely on captive power generating wind mills.

Lime stone
This constitutes the largest bulk in terms of input to cement. For producing one ton of
cement, approximately 1.6 ton of limestone is required. Therefore the cement plant location is
determined by the location of limestone mines. The major cash outflow takes place in way of
royalty payment to the central government and cess on royalty levied by the state government.
The total limestone deposit in the country is estimated to be 90 million tons. AP has the largest
share of 34 percent, Karnataka 13 percent, MP 8 percent, and Rajastan 6.5 percent. The plant
near the limestone deposit pay less transportation cost than others.

Transportation
Cement is packed in plastic bags or in paper bags nowadays. It is then transported either
by rail or road. Road transportation beyond 200 Km is not economical. Therefore railways are
moving 55 percent cement. There is also a problem of inadequate availability of wagons
especially on western railways and southeastern railways. Under this scenario, manufacturers are
looking for sea routes, this being not only cheap but also reducing the loss in transit. Today 70
Page | 26

percent of the cement moved worldwide is by sea compared to 1 percent in India.

However the scenario is changing with most of the big players like ULTRA TECH, ACC
and Grasim had set up their bulk terminals.

Infrastructure for future

The consumption of cement is determined by factors influencing the level of housing and
industrial construction, irrigation projects, roads and laying of water supply and drainage pipes
etc. the level and growth of GDP and its sectorial composition, capital formation, development
expenditure, growth in population, level of urbanization etc. in turn determine these factors. But
the domestic demand for cement is mainly from the housing activities and infrastructure
development. The government paved the way for the entry of private sector in road projects. It
has amended the National Highway Act to follow private toll collection and identified projects,
bridges express ways and big passes for private construction. The budget gave substantial
incentives to private sector construction companies. Ongoing liberalization will lead to an
increase in industrial activities and infrastructure development. So it hoped that Indian cement
should boom again in near future.

Installed capacity
India is the second largest cement producing country, the first being China. The industry
is characterized by a high degree of fragmentation that has created intense competitive pressure
on price realizations. Spread across the length and breadth of the country, there are 120 large
plants belonging to 56 companies with an installed capacity of around 135 million tons as on
March 2005.

State wise capacity

As cement is a low value commodity, freight costs assume a significant proportion of the
final cost. A transportation cost tends the prices of cement in distant destinations uncompetitive.
For instance it is finally feasible to transport cement by over 250 Km, railways are mostly used
to transport cement over longer distances. However it is bulky in nature and infrastructure
bottlenecks render even rail transport unavailable over very long distances. Therefore,
manufacturers tend to sell cement at the nearest market first and sell in distance markets only if
additional realization is greater than freight costs incurred. This highlights the regional nature of
the cement industry.

Page | 27

SWOT ANALYSIS OF INDIAN CEMENT INDUSTRY

Strengths
One of the best technologies in the world.
Quality of cement comparable to world standards.
No threat of cement import due to uneconomical, freight cost.
Large lime stone deposits.

Weakness
Worsening power situation, foreign companies to invest sums of money to setup captive
power plant.
Quality control not available in the country and better quality coal imports only feasible
for port based units.
Infrastructure bottlenecks like transportation for raw materials and fuel supply.
Lack of port facilities impending export.
Lack of bulk transportation.
Lower per capita consumption of cement.

Opportunities
Immense export opportunity in neighboring countries and middle east.
Expected infrastructure growth (7.1 percent during 1995 96) will add to the current
demand.
Back log for 41 million housing units.

Threats
Large capacities coming up might see a glut situation emerge, especially in central and
Page | 28

north India putting pressure on the realizations in the said region.

Lack of funds with the government.

OVERVIEW IN ANDHRAPRADESH CEMENT NDUSTRY

Andhra Pradesh, the pivot of industrial prosperity in South India, welcomes you to its
resourceful land of minerals, which includes coal, oil & natural gas, bauxite, limestone, gold,
diamonds and more. A host of infrastructure facilities are offered by the State that include
industrial development areas, industrial estates, growth centers and special complexes like a
chemical complex, plastic complex, leather complex and a software technology park.
Characterized by a large pool of scientific and technical manpower (75 percent of Indias
engineering graduates come out of colleges located in the 4 Southern States of Andhra Pradesh,
Karnataka and Tamil Nadu), abundant natural resources, fairly well-developed infrastructure and
relatively stable and reform- oriented political leadership the region shows the potential of
achieving the type of sustained progress that was made by the ASIAN countries in the early
1980s. It is not surprising that manufacturing industries and particularly software exports are
helping these Southern States forge ahead.

Mineral based industries

Part of the ancient Gondwana plateau, Andhra Pradeshs vast mineral wealth is still
not fully exploited. It is the only State in South India to have coal deposits. It is also an ideal
location for thermal plants. There are at present 6 coal based thermal power plants in the State,
generating about 5000 MWs of power. Recent explorations have indicated reserves of oil and
natural gas, both onshore and offshore. The first two fast track private power generating plant in
the country, the Gas based units at Jegurupadu (216 MWs) and Kakinada ( 208 MWs) have been
commissioned in 1996 and 1997 respectively. With good prospects of finding new gas fields in
the Krishna-Godavari deltas there is scope for setting up more gas-based fertilizer plants,
chemical units and power-generating units.
With the availability of wet gas, there is scope for fractionation plants in the coastal
region of the State. LNG import terminal at Kakinada port is being setup . A network of gas
pipelines is being laid in A.P for distribution of Natural Gas through pipelines for domestic
consumption in the coastal region of Andhra Pradesh. At present imports of LPG are serving
Page | 29

partly the growing consumer market for domestic and industrial fuel. There is good scope for the
use of LPG and LNG as automobile fuel in the country in future.
Andhra Pradesh has 30,400 million tons of limestone reserves, which constitute 38
percent of the countrys reserves. At present only 20.5. Million tons are being consumed largely
for the production of cement. With 40 existing cement factories, Andhra Pradesh is the second
largest producer of cement in India with 15 million tons of cement being manufactured per
annum.
In 1999, Larsen and Toubro commissioned a plant with a capacity of 2 million tons per
annum in the backward district of Anantapur with an outlay of Rs. 8 billion (US $184 million).
When it reaches its ultimate capacity of 6 million tons, it will be the biggest plant in Asia.
Gujarat Ambuja Cements Ltd. is setting up a plant with an investment of Rs.7 billion
(US $ 160 million) and with a capacity of 2 million tons per annum. The unit is programmed to
be commissioned at the end of 2001.
Andhra Pradesh also produces steel at Visakhapatnam Steel Plant and elegant building
materials like granite, marble and slate which are found in a wide variety of colors and grades.
With the current boom in infrastructure development in India, the building materials sector is
facing good prospects.
Andhra Pradesh has the second largest deposits of bauxite in India. The reserves,
estimated at 700 million, tons can sustain an alumina refinery and smelter with a capacity of over
1 million tons per annum.

Page | 30

INTRODUCTION
Part of the prestigious Dr. Birla group, a re.4000 core conglomerate, Zuari cement has
within a short time-span made its presence felt in the cement industry. It has done so by making
top quality cement.
Consistently, cement that has won the confidence and trust of millions in the country.
This commitment to quality has been it grow from a modest 0.5 million tone capacity in 1995 to
2 million tones today. Zuaris quality drive originates in its state-of-the art cement plant, situated
at yerraguntla, renowned for ruche Narji limestone deposit, this plant is cement-manufacturers
envy
Yet, strategic location is just factor contributing to Zuaris success. There are other equally
important reasons.

Superior work-force.

Cutting-edge technology.

De-centralized quality assurance teams.

All these combine seamlessly to ensure that every bag of cement that leaves the plants is of
consistent quality, and worthy of bearing the zuari label.
Cement that will make sound concrete, arrest expansion and prevent thermal and tensile cracks.
Which is why across south India, zuari cement is preferred by the customer and recommended by
the expert? Be it for building dams, bridges, high-rise buildings and airports or a small apartment
block.

Worldwide excellence-alliance with italcementi

Zuari industries limited has entered into 50:50 joint venture with italcementi group, the
largest producer and distributor of cement in Europe and one of the leaders in cement production
in the world.

Page | 31

Italcementi operates in13 countries including Canada, France Italy, morocco, the USA
and Bulgaria. Interlacements global industrial network includes more than 50 cement plants, 500
concrete batching units 150 quarries.
Zurais joint with italcementi gives sri Vishnu cement a global technological advantage which
reflects in the finesses of every grain of sri Vishnu cement.

HISTORY OF ZUARI CEMENTS

Zuari cement was started in 1944 to operate the cement plant of Texaco ltd. Subsequently,
Texacos cement business was taken over by the company in 1995. ZUARI CEMENTS
MANUFACTURING FACILITY AT Yerraguntal in Andhra Pradesh is one of the largest in south
India places zuari cement among the top five manufactures in the south.
In 2000, italcementi group second largest producer and distributor of cement in Europe
and 5th largest cement producer in the world, entered into a joint venture with zuari cement and
zuari cement limited was formed..
COMPETIRORS

Coramandal cement.

Maha cement.

Nagarjuna cement.

Lanco cement.

Ultracteck cement.

Bharathi cement. And

All other cement companies are competitors.

Vision
To be a world class local business building a better and sustainable future for all
stakeholders.
Mission
To create value in the building material sector through the innovative and sustainable use
of natural resources for the benefit of our communities clients.
Page | 32

Values
Five values lie at the heart of our group. These values not only define us but also act as a guide
for our daily activities.

Responsibility
Our long term commitment to sustainability seeks to cambia profitable economic
performance with protecting the environment and improving the quality of life for present and
future generations.
Integrity
The company places ethical behavior at the heart of all our businesses worldwide. We
earn the trust of our partner in business and in the community through accountability and
consistent corporate governance. Our daily commitment is to act with respect honestly and
transparency.
Efficiency
The company strives for operational excellence by combining the technical expertise and
cost management necessary to be a globally effective and efficient building materials
manufacture. We add value by delivering consistently high quality products and services
customized to each local market around the world.
Innovation
The company believe in the Importance of innovation not only in the development of new
products, applications and services, but also in our management approach. We must embrace
change and be open to new ideas in order to attract the best talents.
Diversity
Diversity is a source of energy and value that fuels our growth we aim to create an
environment of trust and belonging where differences add value and where everyone feels art of
our world
Page | 33

CORPORATE GOVERNANCE
The corporate governance supports regional and local initiatives to improve corporate
governance in middle-and income countries in the context of broader national or regional
economic reform programs.
Corporate governance in only on part a wider challenge of corporate responsibility

ORGANIZATION STRUCTURE OF ZUARI CEMENT Ltd.,

MANAGING DIRECTOR

DIRECTOR FINANCE

DIRECTOR MARKITENG
FACTORY

MANAGER

PROCESS PLANT

MANAGER ADMIN

MANAGER PURCHASE

& ACCOUNTS

QUALITY

CONTROL

INCHARGE

Q.C.
TECHNOLOGIST
PRODUCTION
SUPERVISOR
PROCESSING
WORKER

PACKING
BOYS

LAB ASST

SANITARY

HELPER

WORKER

Page | 34

ZUARI CEMENT COMPANY PROFILE

FULL NAME
STATUS
LEGAL FORM
OPERATIONAL STATUS
LEGAL ADDRESS
DIRECTORS

Zuari cement ltd.

Non-listed
Limited liability company
Operational
Krishna Nagar, YERRAGUNTLA,
Andhra Pradesh, PIN 516311.
Saroj Kumar poddar, chairman
Rodolfo Danielli
Yves Rene Nanot
Goran L. Saifert
Maurizio caneppele, (managing director)

EXECUTIVES

Emilyanadreev (Director Finance).

K Srivastava: Director marketing.
P.Sheoran

COMPANY SECRETARY
BANKERS

: Director-Technical,

l. Srivastava : sr. vice president.

L.R. Neelaknata.
State Bank of India, Andhra Bank,

AUDITORS

Standard Chartered Bank.

BSR & CO.,

REGISTERED OFFICE

Charted Accounts, BANGALORE.

Krishna Nagar, YERRAGUNTLA,

CORPORATE OFFICE

YSR Kadapa (dist).

No. 1,10th main, hall 3rd stage,
Jeevanbima Nagar, Bangalore.

NEED FOR THE STUDY

Page | 35

Inventory constitutes the most significant part of the current assets of large majority of
companies in India. On an average inventories are approximately 60% of current assets in public
limited companies in India. Because of the large size of inventories are maintained by firms a
considerable amount of funds is required be committed to them. It is therefore absolutely
improved to manage effectively in order to avoid unnecessary investment. Hence an attempt is
made to study the inventory management in Zuari Cement Ltd.

OBJECTIVES OF THE STUDY

The main objectives of the study are
To find out optimum level of investment in inventory.
To analyze the various inventory management control techniques used by the organization.

RESEARCH DESIGN
The select ZUARY CEMENTS LTD is located at Yerraguntla in Y.S.R District. The data
collected through secondary sources and research design is analytical in nature

DATA SOURCES
In order to perform the search on inventory management in Zuari Cement Ltd., used second
data for obtaining information.

Secondary Data
This data is obtained directly from the companys annual report, production selection, and
spare parts store section, charts, related company websites and other documents.

Period of the study

The study period confines 4 years from 2009-10 t0 2013-14

Statistical tools for analysis

Last in first out(LIFO)&first in first out(FIFO).

Scope and limitations of the study

Page | 36

The study covers inventory management techniques in Zuari, yerraguntla

branch only.
As of time constraint, the study concentrates on only inventory management techniques

only.
The financial matters are confidential in nature it is high risk to collect the data from the

company.
There is difference between the collected data as of the sources are annual reports and
website of the company.

Chapter layout
The study is organized into 6 chapters.

Chapter-1
Chapter-2
Chapter-3
Chapter-4
Chapter-5
Chapter-6

: Introduction
:Industry profile
: Zuari cements ltd., A profile
: Research methodology & design
: Data analysis & interpretation
: Findings and recommendations

Page | 37

The collected data has been analysed through ratios and bar diagram.Taable1.0
shows the inventory turn over ratio of zuari cement ltd.,for the Period of 2009-10
to 2013-2014.
INVENTORY TURN OVER RATIO =

Cost Of Goods Sold / Average Stock

TABLE 1.0
INVENTORY TURN OVER RATIO OF ZUARI CEMENT
(Rs. in 000)
Particulars

2009-10

2010-11

2011-12

2012-13

2013-14

123892

119332

135898

147878

141530

9219

13146

14619

19807

19229

27

10

39

49

50

Consumption

Closing Stock

Turnover

Ratio

(intermsof
Number of days)

In the above table2009-10 year ratio is 27 days and increased the 2011-12, is increased the 39
and 2012-13 increase in 49 2013-14 also increase.
In the above table 2009-10 ratio is 27 days and 2010-11 decreased the ratio is 10 days and 201314 increased ratio days

Page | 38

The collected data has been analysed through ratios and bar
diagram.Taable1.1 shows the work in progress stock of zuari cement ltd.,for the
Period of 2009-10 to 2013-2014.
WORK IN PROGRESS. Stock = average work in progress365
Total cost of products

1.Details of W.I.P. Stock

Page | 39

TABLE-1.1
WORK IN PROGRESS OF ZUARI CEMENT
(Rs. in 000)
Particulars

2009-10

2010-11

2011-12

2012-13

2013-14

44878

34990

29601

33552

33977

184069

236039

244218

250000

---

89

54

44

49

--

W.I.P. Stock

Production

W.I.P.(in terms
of Number of
days)
In the above table 2009-10 year ratio is 89 days. and increased the 2012-13, 49 days.
In the above table 2009-10 ratio is 89 days and 2010-11 decreased the ratio is 54 days.and201112 is 44 decreased

Page | 40

The collected data has been analysed through ratios and bar
diagram.Taable1.2 shows the finished goods stock of zuari cement ltd.,for the
Period of 2009-10 to 2013-2014.
Finished Goods Stock= opening stock+closing stock
2

Page | 41

Details of Finished Goods Stock

TABLE 1.2
FINISHED GOODS STOCK OF ZUARI CEMENT
(Rs. 000)
Particulars
Closing Stock
Gross Sales
Closing Stock
Gross Sales
Closing Stock
Gross Sales
Cement
Metal
Stone

2009-10

2010-11 2011-12
CEMENT
12265
4722
2569
221107
254318
252244
METAL
10029
3761
6102
221107
254318
252244
LIME STONE
5961
3328
2758
221107
254318
252244
Collection Period
20
7
4
17
5
9
10
5
4

2012-13

2013-14

9162
241286

85184
257362

1221
241286

6936
257362

5668
241286

4325
257362

14
2
9

7
10
6

Page | 42

In the above table 2009-10 is12265 to 4722,metal is 10029 to3761,lime stone is 5961 to 3328
year and decreased the 2013-14 lime stone 5668 yo 4325 days.
In the above table 2009-10 is days and 2011-12 increased the cement,metal,lime stone.
decreased the 2013-14lime stone is decreased the days.
Lead Time
Quality Discount
Obsolete Inventory Scrap
Service Lead
Material Planning
Cost of holding inventory
Ready Point
Stock
Variety Reduction

The collected data has been analysed through ratios and bar diagram.Taable1.2
shows the work in capital of zuari cement ltd.,for the Period of 2009-10 to 20132014.
Work in capital= current assets-current liabulits
TABLE1.3
WORK IN CAPITAL OF ZUARI CEMENT
Particulars
Raw Material

2009-10
9219

2010-11
13146

2011-12
14619

2012-13
19807

2013-14
19229
Page | 43

Indirect Material
Work in Process
Finished goods
Scrap
Goods in transit
Less : Provision

239
44878
30462
1088
2468

1244
34990
12707
580
--

-29601
13295
1062
--

2960
33552
29776
1022
--

49
33977
18827
1862
--

1454

1141

1263

1731

1731

for obsolescence

Working Capital Financing :

Funds available for a period of one year (or) less are called short term finance. Short-term

funds are used to finance working capital

The sources which the company is using for its working capital finance are :
Cash Credit
Trade Credit
Factoring
Bill discounting

Page | 44

 Letter of Credit
Working capital Loan

Cash Credit
Under this facility the borrower is allowed to with draw funds in excess of the balance in
his current account.

Trade Credit
This refers to the credit that a customer gets from supplier of goods in the normal course of
business.

Factoring
It is an agreement in which receivables arising out of sale of goods/services are sold by a
firm (client) to the factor (a financial intermediary) as a result of which title to the goods /
services represented by the said receivables passes on to the factor.
The company is taking this factoring services from Canbank factors Ltd.

Bill discounting
Under the purchase (or) discounting of bills, a borrower obtain credit from a bank against
its bills.

Letter of Credit
This is an indirect form of working capital financing and banks assume only risk, the
credit being provided by the supplier himself. The purchaser of goods on credit obtains letter of
Page | 45

credit from a bank. The bank undertakes the responsibility to make payment to the supplier in
case the buyer fails to meet his obligations.
Thus, the modus operandi of letter of credit is that the supplier sells the goods on credit /
extends credit (Finance) to the purchaser, the bank gives a guarantee and bears risk only in case
of default by the purchaser.

Working capital Loan

Under

this arrangement, the amount is provided to the company based on select

operational data provided by the company to the bank.

The company is under the obligation to send this select operational data Every month
within 7 days from the month ending.
The amount of working capital loan fluctuates based on this select operational data

Contents of SOD
Estimate for the current accounting year

Production estimates

Sales estimates

Sales
During the month
During the current year upto the end of the month

Production
During the month
Page | 46

 During the current year upto the end of the month.

Receivables outstanding as at the end of the month
Sundry creditors for the purchase of raw material outstanding as at the end of the month.
Short term borrowings from the banks including bills purchased and discounted.

ABC Analysis
The inventory control technique that is being followed by the company is
AnalysiyDuring the year these were 4424 items in inventory. It is not describe to keep the same
degree of control on all the items. The firm should pay attention to those items whose value is the
highest. The firm should therefore, classify inventories to identify which items should receive the
must effort in controlling. The firm should be selective in its approach to control investments in
various types of inventories. This analytical approach is called the ABC Analysis and tends to
measure the significance of each item of inventories in terms of its value. The high value items
are classified of A items and would be under simple control. B items fall in between these
two categories and require reasonable attention of Management.

TABLE 1.4
Class

No.of

A
B
C

Items
456
1553
2415
4424

%of Items
10
35
55
100

Class %

Values Rs.

% of

Over % of

of items
40
45
100

in lakhs
443
112
112

value
68
16
46
100

value
68
84
100

Page | 47

items Table shows how the A,B & C items are classified. Here the A items are only 10% of
total inventory but have a 68% of value, These items would require right control as they have
68% of items, C items have a 55% of totl inventory but have only 16% of the total value.
These itemswould require thleastcompany.

TABLE 1.5
INFORMATION COMPETITORS

(Rs. in Lakhs)
Particulars
A.SKF
Debtors
Gross Sales
Collection

2011-12

2012-13

2013-14

9883
44567

9172
43967

7737
49681

81

76

57

2011-12

2012-13

2013-14

4887
20567

4838
22300

5665
27859

86

79

74

Period (in days)

Particulars
B. FAG
Debtors
Gross Sales
Collection
Period (in days)
Particulars
C. Timken
Debtors
Gross Sales

2011-12

2012-13

2013-14

3803
16847

3946
14823

6724
16781

Page | 48

Collection
Period (in

82

97

146

days)
Note :
Debtors

Collection Period in Days : Gross Sale x 365

Ratio of Constituents to current Assets

TABLE 1.6

(RS,IN.000)

This table gives us the view of the investment in various current assets over a period of five
years.
Page | 49

The percentage connotes the proportion occupied by each of the component in total
current assets. Say for e.g. in the year 2009-2010 out of the total current assets amounting to Rs.

Inventory
Particulars
Cash
Receivable

40%
2009-10
17783

44%
2010-11
22638

47%
2011-12
2937

50-%
2012-13
12537

41%
2013-14
27924

164496

149724

201765

95182

82246

s
Inventory
Total

124969

133392

180202

105691

76809

Current

307248

305754

384904

213410

186979

6%

7%

1%

6%

15%

54%

49%

52%

44%

44%

Assets
Ratios
Cash
Receivable
s

307248, 6% is occupied by cash, 54% is receivables and 40% is occupied by inventory. This

Page | 50

percentage

shows

the

amount

blocked

in

each

component

of

current

asset.

Page | 51

FINDINGS OF THE STUDY

All the materials are increased from the 2009 to 2014 i.e. Rs 2789.71 to Rs 9245.63

because increased in the production capacity.

Slow moving items are Up and down with marginal different from 2009 to 2012 i.e.
3.86y% to 7.34% and there small decrease in non moving items continuously from 2009

to 2012 from Rs20.38 to Rs7.95.

The components of average are increased in the year 2009 to 2011 i.e. Rs 722.38 to Rs

1517.84, but it was decreased in the year 2014to 1094.61 because of less inventory.
As, it is observed that value of economic order quantities was continuously increased in
2009 to 2013 i.e. 258.23 units to 462.28 units due to continues increased in the
production capacity , but it was decreased in the year i.e. 434.17.

Implementation of inventory management and control on the cement manufacturing

industry has reduced the average costs of inventories which has lead to reduced carrying
costs.

Page | 52

SUGGESTIONS

price are needed, and awareness among initiators is to be increased to control the

generation of slow moving and moving item.

Introducing the new trends like JIT for some slow moving materials will definitely show

a positive impact on the costs and the variations in the average costs.
The production planning and material requirement planning should be informed to the
purchThe company should increase in the days of inventory holding it is well to the

organization.
New ways and means of disposing of scrap, surplus and obsolete items at a reasonable
ase department. So that they can identify number of alternative vendors.

The losses due to non moving items should be informed to corresponding department
initiators. So that the initiator can think economically to reduce the inventory.

FOR THE YEAR ENDED 31-12-2009.

Particulars

2007

(Rupees in lakhs)
2008

Page | 53

Income
Sale of manufactured goods

47,905.48

1,16,900.24

6,388.76
41,516.72
2,404.44
432.61

17,521.32
99,378.92
------1,832.29

44,353.77

1,01,211.21

16,825.32

36,172.58

Personal cost

1,777.20

3,604.81

Other expenses

9,234.53

25,119.28

Depreciation

2,200.41

5,204.23

-------

1,799.20

871.49

950.93

30,908.95
13,444.82

72,851.03
28,360.18

982.00

6,542.84

- MAT credit of earlier years

------

(982.00)

- MAT credit for the year

------

(713.59)

- Fringe benefit tax

28.00

115.83

- Deferred tax charge

------

5,339.36

12,434.82

18,057.74

(14,344.07)

(1,909.25

(1,909.25)

16,148.49

Less : Excise duty

Net sales
Sale of traded goods
Other income
Expenditure
Cost of goods sold

Amortization of goodwill
Interest and other finance cost
Profit before tax
Provision for tax
- Current tax

Profit for the year

Debit balance in profit and loss account brought forward
Balance in profit and loss account carried forward

BALANCE SHEET AS ON 31st DEC 2009.

Particulars

2008
Page | 54

1.

Sources of funds
Share capital
Reserve & surplus

42,796.14

38,050.42
80,846.56

Loans funds
Secured loans
Unsecured funds
deferred tax liability (net)
Total capital employed

4,168.45
12,286.48
5,659.36
1,02,960.85

2.
Application of funds
Fixed assets
Gross block
Less: Accumulated Depreciation
Net block
Capital work in progress
Net fixed assets

89,683.71
29,850.93
59,832.78
20,247.06
80,079.84
10,051.06

Investments
3,971.01

Current assets, loans & advances

Inventories
Sundry debtors
Cash and bank balance
Loans and advances
Current liabilities & provisions
Current liabilities
Provisions

2531.00
12,012.16
8,821.93
27,336.10
13,132.52
1,373.63
14,506.15
12,829.95

Net current assets

1,02,960.85

Total

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31-12-2010.

Particulars

2008

(Rupees in lakhs)
2009
Page | 55

Income
Sale of manufactured goods

1,16,900.24

1,37,728.95

Less : Excise duty

17,521.32
99,378.92
1,832.29
1,01,211.21

20,207.11
1,17,521.84
1,807.18
1,19,329.02

36,172.58

46,374.89

3,604.81

4,030.09

25,119.28

29,017.00

Depreciation

5,204.23

5,377.68

Amortization of goodwill

1,799.20

1,799.20

950.93

534.19

72,851.03

87,133.05

28,360.18

32,195.97

- Current tax

6,542.84

12,881.45

- MAT credit of earlier years

(982.00)

--------

- MAT credit for the year

(713.59)

--------

115.83

60.00

5,339.36

(518.20)

Profit for the year

18,057.74

19,772.72

Debit balance in profit and loss account brought forward

(1,909.25

16,148.49

Balance in profit and loss account carried forward

16,148.49

35,921.21

Sale of manufacturing goods, net

Other income
Expenditure
Cost of goods sold
Personal cost
Other expenses

Interest and other finance cost

Profit before tax
Provision for tax

- Fringe benefit tax

- Deferred tax charge

BALANCE SHEET AS ON 31st DEC 2010.

Particulars

(
Rupees in lakhs)
2009
Page | 56

1.

Sources of funds
Share capital
Reserve & surplus
Loans funds
Secured loans
Unsecured funds
deferred tax liability (net)
Total capital employed

42,796.14
57,823.14
1,00,619.28
10,342.31
14,605.93
5,141.16
1,30,708.68

2.
Application of funds
Fixed assets
Gross block
Less: Accumulated Depreciation
Net block
Capital work in progress
Net fixed assets

91,539.87
36,353.10
55,186.77
71,347.95
1,26,534.72
5,100.00

Investments
6,071.35

Current assets, loans & advances

Inventories
Sundry debtors
Cash and bank balance
Loans and advances
Current liabilities & provisions
Current liabilities
Provisions

2,640.09
4,773.47
10,803.09
24,288.00
22,479.86
2,734.18
25,214.04
(926.04)

Net current assets

Total

1,30,708.68

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31-12-2011.

Page | 57

Particulars

2009

(Rupees in lakhs)
2010

Income
Sale of manufactured goods

1,37,728.95

1,20,946.74

Less : Excise duty

20,207.11
1,17,521.84

12,218.19
1,08,728.55

1,807.18

796.30

1,19,329.02

1,09,524.85

46,374.89

40,613.42

3,545.79

4,427.88

29,503.27

29,052.66

Depreciation

5,377.68

5,488.32

Amortization of goodwill

1,799.20

1,799.20

534.19

424.13

87,135.02
32,194.00

81,805.61
27,719.24

12,879.48

11,520.00

60.00

16.45

(518.20)

(781.16)

Profit for the year

19,772.72

16,963.95

Debit balance in profit and loss account brought forward

16,148.49

35,921.21

Balance in profit and loss account carried forward

35,921.21

52,885.16

Sale of manufacturing goods, net

Other income
Expenditure
Cost of goods sold
Personal cost
Other expenses

Interest and other finance cost

Profit before tax
Provision for tax
- Current tax
- Fringe benefit tax
- Deferred tax charge

BALANCE SHEET AS ON 31st DEC 2011.

Particulars

(
Rupees in lacks)
2010
Page | 58

1.

Sources of funds
Share capital
Reserve & surplus
Loans funds
Secured loans
Unsecured funds
deferred tax liability (net)
Total capital employed

42,796.14
74,787.09
1,17,583.23
43,190.95
16,251.30
4,360.00
1,81,385.48

2.
Application of funds
Fixed assets
Gross block
Less: Accumulated Depreciation
Net block
Capital work in progress
Net fixed assets

94,463.86
43,632.77
50,831.09
1,01,290.64
1,52,121.74
16,764.09

Investments
4,378.43

Current assets, loans & advances

Inventories
Sundry debtors
Cash and bank balance
Loans and advances
Current liabilities & provisions
Current liabilities
Provisions

3,922.79
21,081.89
7,482.89
36,866.00
19,445.18
4,921.17
24,366.35
12,499.65

Net current assets

Total

1,81,385.48

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31-12-2012.

(Rupees in lacks)
Page | 59

Particulars

2010

2011

Income
Sale of manufactured goods

1,20,946.74

1,16,737.13

Less : Excise duty

12,218.19
1,08,728.55
796.30
1,09,524.85

15,059.29
1,01,677.84
1,955.93
1,03,633.77

40,613.42

45,948.33

4,427.88

4,765.94

29,052.66

34,007.69

Depreciation

5,488.32

8,610.36

Amortization of goodwill

1,799.20

1,799.20

424.13

3,439.37

81,805.61

98,570.89

27,719.24

5,062.88

11,520.00

1,031.00

16.45

-------

(781.16)

3,000.00

-------

(1,031.00)

Profit for the year

16,963.95

2,062.88

Debit balance in profit and loss account brought forward

35,921.21

52,885.16

Balance in profit and loss account carried forward

52,885.16

54,948.04

Sale of manufacturing goods, net

Other income
Expenditure
Cost of goods sold
Personal cost
Other expenses

Interest and other finance cost

Profit before tax
Provision for tax
- Current tax
- Fringe benefit tax
- Deferred tax (credit) /charge
- MAT entitlement credit

BALANCE SHEET AS ON 31st DEC 2012.

Page | 60

(
Rupees in lacks)
Particulars
1.

2011

Sources of funds
Share capital

42,796.14

Reserve & surplus

76,849.97
1,19646.11

Loans funds
Secured loans

42,501.93

Unsecured funds

13,358.90

deferred tax liability (net)

Total capital employed
2.

7,360.00
1,82,866.94

Application of funds
Fixed assets
Gross block
Less: Accumulated Depreciation
Net block
Capital work in progress
Net fixed assets
Investments

1,93,075.65
53,870.09
1,39,205.56
44,859.34
1,84,064.90
6,850.27

Current assets, loans & advances

Inventories

9,061.61

Sundry debtors

4,123.75

Cash and bank balance

4,550.46

Loans and advances

11,510.12
29,245.94

Current liabilities & provisions

Current liabilities
Provisions

34,698.37
2,595.80
37,294.17

Net current assets

Total

(8,048.23)
1,82,866.94

PR OFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31-12-2013.

Page | 61

Particulars

2011

(Rupees in lakhs)
2012

Income
Sale of manufactured goods

1,16,737.13

1,63,335.89

Less : Excise duty

15,059.29
1,01,677.84

19,274.81
1,44,081.08

1,955.93

2,178.64

1,03,633.77

1,46,259.72

45,948.33

60,225.83

4,765.94

5,126.83

34,007.69

46,770.92

Depreciation

8,610.36

11,339.49

Amortization of goodwill

1,799.20

1,799.20

Interest and other finance cost

3,439.37

5,607.36

98,570.89
5,062.88

130,869.63
15,390.09

- Current tax

1,031.00

3,140.00

- Deferred tax charge

3,000.00

5,920.00

(1,031.00)

(2,880.00)

2,062.88

9,210.09

Balance in profit and loss account brought forward

52,885.16

54,948.04

Balance in profit and loss account carried forward

54,948.04

64,158.13

Sale of manufacturing goods, net

Other income
Expenditure
Cost of goods sold
Personal cost
Other expenses

Profit before tax

Provision for tax

- MAT entitlement credit

Profit after tax

BALANCE SHEET AS ON 31st DEC 2013.

Page | 62

Particulars
1.

Sources of funds
Share capital
Reserve & surplus
Loans funds :
Secured loans
Unsecured funds
deferred tax liability (net)
Total capital employed

2012
42,796.14
86,060.06
1,28,856.20
61,619.27
15,502.79
13,280.00
2,19,258.26

2.
Application of funds
Fixed assets
Gross block
Less: Accumulated Depreciation
Net block
Capital work in progress
Net fixed assets

2,18,365.00
66,948.98
1,51,416.02
44,897.19
1,96,303.21
16,682.49

Investments
12,211.47

Current assets, loans & advances

Inventories
Sundry debtors
Cash and bank balance
Loans and advances
Current liabilities & provisions
Current liabilities
Provisions

5,047.37
12,433.56
24,236.04
53,928.44
43,801.30
3,864.58
47,665.88
6,262.56

Net current assets

Total

2,19,258.26

Page | 63

BIBLIOGRAPHY

Financial Management -

I.M. Pandey

Financial Management -

R.P. Raustagi

Financial Management -

Prasanna Chandra

Financial Management -

Khan & Jain

Search engines
www.zuaricement.com
www.google.com

Page | 64