C H A P T E R – I:

EXECUTIVE SUMMARY

1
 The Indian Fertilizer industry had a very humble beginning in 1906, when the first

manufacturing unit of Single Super Phosphate (SSP) was set up in Ranipet near Chennai

with an annual capacity of 6000 MT. The Fertilizer & Chemicals Travancore of India Ltd.

(FACT) at Cochin in Kerala and the Fertilizers Corporation of India (FCI) in Sindri in

Bihar were the first large sized fertilizer plants set up in the forties and fifties with a view

to establish an industrial base to achieve self-sufficiency in food grains. Subsequently,

green revolution in the late sixties gave an impact us to the growth of fertilizer industry in

India. The seventies and eighties then witnessed a significant addition to the fertilizer

production capacity.

I am obliged in presenting the project report on “Inventory Management” in

KRIBHCO.

The concept of total Inventory control is the main consideration of this study. The

inventories constitute major portion of finished product and any reduction in Inventory

cost each stage like, purchase, storage and issue etc. contributes direct to the profit of the

company.

To contribute and improve the existing system of Inventory Management, Various

areas of Inventory Management were studied, analyzed and evaluated taking into

consideration the scientific approach. The areas of study were:

(a) Purchase system.

(b) store control and

2
(c) Use of various Inventory control techniques etc.

 WHAT DO YOU MEAN BY CO-OPERATIVE?

A cooperative is an autonomous association of persons united voluntarily to meet

their common social and cultural needs and aspirations through jointly owned and

democratically controlled enterprises. Cooperatives are based on the values of self-help,

self-responsibility, democracy, equality and solidarity.

 What is Fertilizer?
Fertilizer: A fertilizer is any material, organic, inorganic, natural or synthetic, that
is placed on or incorporated into the soil to supply plants with one or more of the chemicals
elements necessary for normal growth. Fertilizer is the material, which supplies the
chemicals elements required for plant growth. Primary nutrients like nitrogen, phosphates
and potassium (required for fertilizer land) are supplied through chemical fertilizer.

3
 C H A P T E R - II:

COMPANY PROFILE

4
 HISTORY OF THE ORGANIZATION:-

“A fertilizer is any material, organic, inorganic, natural or systematic, that is placed

on or incorporated into the soil to supply plants with one or more of the chemicals elements

necessary for normal growth. Fertilizer is the material, which supplies the chemicals

elements required for plant growth. Primary nutrients like nitrogen, phosphates and

potassium are supplied through chemical fertilizer. Fertilizer response studies have proved

that 1 kg. Of fertilizer can increase the food grain production by 8-10 kg. Fertilizer

production is of permanent importance for this country because Fertilizer increases

agriculture productivity.

Krishak Bharati Co-operative Limited (KRIBHCO), a premier Co-operative

Society for manufacture of fertilizer, registered under Multi-State Cooperative Societies

Act – 1985, was promoted by the Govt. of India, IFFCO, NCDC and other agricultural

cooperative societies spread all over the country.

5
 Oil & Gas findings in Bombay High and South Basin triggered off the birth of eight
new generations fertilizer plants to fulfill ever-growing food needs of the country.
KRIBHCO was amongst the first two projects in the first phase.

KRIBHCO has setup a Fertilizer Complex to manufacture Urea, Ammonia & Bio-
fertilizers at Hazira, in the State of Gujarat, on the bank of river Tapti, near Kawas village,
15 Kms from Surat city and 20 Kms from Surat Railway Station on Surat – Hazira State
Highway.

Late Smt. Indira Gandhi, former Prime Minister of India laid the Foundation Stone
on February 5, 1982.

The trial production of Urea commenced from November 26, 1985 and within a very

short time of 3 months, the commercial production commenced from March 01, 1986.

Since then, it has excelled in performance in all areas of its operations.

The total Project cost was Rs. 890 crores as against the estimated cost of Rs. 957

crores. This shows a saving of Rs. 67 crores (approximately 7%) in Capital Cost of the

Project, which is a rare feature in the history of a Public Sector Unit.

6
 Subsequently, a Bio-fertilizer plant of 100 MT per year capacity was commissioned
at Hazira on August 15, 1995. KRIBHCO has also completed the installation of an
expansion of the Bio-Fertilizer plant with an additional capacity of 150 MT and the same
was commissioned in December 1, 1998. KRIBHCO multiunit co-operative societies were
promoted jointly by IFFCO and the agricultural co-operative all over the country.

HISTORY AND DEVELOPMENT:-

PROJECT ZERO DATE 31st MARCH, 1981

FOUNDATION STONE LAID BY Late Smt. Indira Gandhi then the Prime

Minister Of India on 5th February, 1982

PROJECT COMPLETION 31st MAY, 1985

 PROMOTERS:-

GRAMIN VIKAS TRUST

Gramin Vikas Trust (GVT) is a separate legal entity promoted by KRIBHCO. The project
is now being implemented by GVT with the assistance of Department for International
Development, U.K. KRIBHCO has promoted Gramin Vikas Trust as a non-profit, rural
development trust. GVT is an independent legal entity implementing various Rural

7
Development Projects in Rainfed, poorest of the poor areas of western and eastern India.
The trust is operating in Madhya Pradesh, Rajasthan, and Gujarat in the Western India
and Orissa, Jharkhand, Chhattisgarh and West Bengal in Eastern India.

 VISION:-

KRIBHCO will become one of the leading fertilizer producers in the world funding

growth through:

 Efficient Production
 Efficient Distribution
 Efficient diversification
 Efficient Utilization of Resources

We want to be a world class organization that represents the farmer community

and maximizes returns to them through specialization in agricultural inputs and
products and other diversified businesses that maximize stakeholder value.

 MISSION:-

8
 To act as a catalyst to agricultural and rural development by selecting, financing and

managing commercially profitable.

 QUALITY POLICY:-

Management of KRIBHCO, Hazira Plant is committed to operate and maintain its

Fertilizer manufacturing complex through quality assurance, environmental, protection
and go to the satisfaction of customers.

KRIBHCO – Hazira Plant shall achieve this Quality Policy through following

Objectives:-

1. Continually upgrading technology to improve plant efficiency and reliability.

2. Maintaining and improving the safety and environmental performance.
3. Improving the skills and knowledge of personnel.
4. Continuously improving the Quality management system.

 PRODUCTS:-

KRIBHCO is manufacturing Nitrogenous Fertilizers and Allied Products viz.: Urea,

Ammonia Liquid, and Bio-fertilizer. Besides, it’s also has a 30 Mega Watt Power Plant of
its own for generation of Power to meet its requirement. KRIBHCO has also been assigned
the job of Operation & Maintenance of “Heavy Water Plant” of Department Of Atomic
Energy.

 COMPETITORS:-

9
1. PUBLIC SECTOR:-

• The Fertilizer And Chemicals Travancore Ltd. (FACT)

• Hindustan Fertilizer Corporation Ltd. (HFC)
• Madras Fertilizer Ltd. (MFL)
• Hindustan Copper Ltd. (HCL)
• Naively Lignite Corporation Ltd. (NLC)
• Pyrites, Phosphates And Chemicals Ltd. (PPCL)
• Pradeep Phosphates Ltd. (PPL)
• Rashtriya Chemicals And Fertilizers Ltd. (RCFL)
• National Fertilizer Ltd. (NFL)

2.Co-Operative Sector:-

There are only two fertilizer manufacturing societies in Co-

operative sector.

• Indian Farmers Fertilizers Co-Operative Ltd. (IFFCO)

• Krishak Bharati Co-Operative Ltd. (KRIBHCO)

3. Private Sector:-

There are 17 companies in private sector, which are producing

fertilizer.

• Gujarat Narmada Valley Fertilizer Co. Ltd. (GNFC)

• Hindustan Lever Ltd. (HLL)
• Hari Fertilize
• ICI India Ltd.
• Indo Gulf Fertilizers & Chemicals Corporation Ltd.

10
 • Mangalore Chemicals & Fertilizers Ltd. (MCFL)
• Southern Petro Chemicals Industries Corporations Ltd.
• Nagarjuna Fertilizer & Chemical Ltd. (NFCL)
• Shri Ram Fertilizer & Chemicals Ltd.
• Tuticorian Alkali Chemicals & Fertilizer Ltd.
• Zuari Agro Chemicals Ltd.
• Bindal Agro Chemicals Ltd. Or Oswan Ltd.
• Chambal Fertilizer & Petrochemical Corporations Ltd.
• Gujarat State Fertilizer Company (GSFC)

 BOARD OF DIRECTORS

• CHAIRMAN
Shri Vaghjibhai.R. Patel

• VICE- CHAIRMAN
Dr. Chandra Pal Singh

• MANAGING DIRECTOR
Shri B.D.Sinha

• FINANCE DIRECTOR
Shri R.Kamra

• MARKETING DIRECTOR
Dr. SAMBHA SHIVA RAO

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• OPERATION DIRECTOR
Shri SALAN JAGGIA

• DIRECTORS
Shri V.Sudhakar Chowdary
Shri Mathew C Kunnumkal
Shri Deepak Singhal
Shri SHIV Narayan Prasad Mishra
Shri S.S. Jamgod
Shri Ponnam Prabhakar

 ORGANIZATION CHART OF KRIBHCO:-

GOVERNMENT OF INDIA
|
MINISTRY OF AGRICULTURE
|
DEPT. OF FERTILIZER & CHEMICAL
|
CHAIRMAN
|
BOARD OF DIRECTOR
|
MANAGING DIRECTOR
|
OPERATIONAL DIRECTOR

 SALES:

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 Sales are accounted for on the basis of Released orders issued to customers.
Sales in the state of Gujarat are accounted for on dispatch basis and sales through
Krishak Bharti Sewa Kendra’s are accounted for on cash and carry basis.

 TURNOVER:-

The turnover of the KRIBHCO is round about 2300 crores.

 MARKET SHARE:-

The market share of the KRIBHCO is decided by the Co-operative Society. So the
20% share is their own and the 80% share is decided by the Government of India.

 Joint Ventures:

KRIBHCO has various JV’s with many of the well renowned companies of India as well as
of the world. Its JV’s are stated as under:

• Oman India Fertilizers Company (OMIFCO):

• KRIBHCO is one of the sponsors of Oman India Fertilizer Company (OMIFCO)

with equity investment of USD $ 69.5 Million representing 25% of paid up
equity capital of OMIFCO.

• OMIFCO has a capacity of 1.65 Million MTPA of granular Urea & 1.19 Million
MTPA of Ammonia. A highly skilled workforce from KRIBHCO is participating
directly in operation & maintenance of the project under a “Personnel Supply
Agreement”.

13
 • OMIFCO has produced 2.01 Million MT Urea, at a capacity utilization of 122%
during the financial year 2008-2009. KRIBHCO is handling& Marketing 50% of
the Urea produced by OMIFCO.

• KRIBHCO Shyam Fertilizers Limited (KSFL):

• Shahjahanpur Fertilizer Complex acquired by KRIBHCO through its Joint Venture

Company “KRIBHCO Shyam Fertilizers Ltd.” In 2006, has an annual production
capacity of 0.86 Million MT of KRIBHCO branded Urea.

• KRIBHCO has 85% equity with entire management control of the company &
Marketing rights of entire produce. During the year 2008-2009, 0.89 Million MT of
KSFL Urea was sold by the society. The company achieved the data of zero
Inventories & zero dues as on 31-03-2009, a unique achievement in Fertilizer sector.

• Gujarat State Energy Generation Limited (GSEG):

• Gujarat State Energy Generation Limited (GSEG) is a Joint Venture company with
Gujarat State Petroleum Corporation Limited (GSPCL), other Gujarat Government
Companies, and KRIBHCO & GAIL (India) Ltd.

• The society has invested Rs. 807 Million towards equity of GSEG. GSEG is
operating a 156 MW Natural Gas based combined cycle power plant at Mora, District
Surat, Gujarat.

• GSEG is implementing 350 MW expansion project at a cost of Rs. 1160 Crore. The
Society Holds 27.48% of Share Capital in GSEG.

• Nagarjuna Fertilizers and Chemicals Ltd (NFCL)

• The Society has an equity participation of Rs.10.00 crore in NFCL, which is

2.15% of NFCL’s paid up share capital of Rs.465.16 crore.

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 • Hazira Phase-II:

Society is in the process of setting up a state of the art mega size ammonia plant of

capacity of 1850 MTDP and urea plant of capacity of 3250 MTDP at existing fertilizer

complex at Hazira. Existing infrastructure facilities will be utilized resulting in saving of

cost. Plant will be based on natural gas and we have energy consumption.

 AWARDS WON:-

The excellence performance of the society has brought a number of laurels form
various organization. The awards received during year were as follows:

• KRIBHCO receives Gold star award of Excellence from Institute of Economic

Studies for its overall excellent performance.
• KRIBHCO receives Gold star award of Excellence from Institute of Economic
Studies for its overall excellent performance.
• KRIBHCO receives the Rajbhasha Award from Honb'le Minister of Chemical and
Fertilizers for 2002-03, 2003-04, and 2004-05.
• KRIBHCO was awarded First prize for Production, Promotion, and marketing of
Bio-fertilizers for the year 2004-05 on 1st of December '05 by FAI.

• KRIBHCO has won INDIRA GANDHI RAJBHASHA PURUSKAR (2nd) for 2003-
04.
• FAI best performance award for performance of Bio-Fertilizer plant from fertilizer
Association of India for the year 2002 for the third time.

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 • “Star Industry of Surat-2008” conferred jointly by leading newspaper ‘Gujarat
Mitra’ and ‘Consumer forum’.
• Won “Sarvottam Stall” prize in Pusa Krishi Vigyan Mela at New Delhi

• Certificate of merit Gujarat safety council for relining 30 lakh accident free man-
hours.
• “Excellence in Improving Productivity” conferred by South Gujarat Chamber of
Commerce & Industry for the year 2007-2008 on 25th January, 2009

 DEPARTMENTS:-

Departments No. of

Employees
Finance and Accounting 62
Personnel and Administration 82
HRD 09
Security 101
Material 55
Medical 32
Mechanical 210
Transportation 29
Fire and safety 45
Purchase and store 56
Instrumentation 90
Electrical/Civil 101
MS System 13
Laboratory 54
Production (HAEP Plant) Phase-I and Phase-II 440
Total 1374
Contract Labours 1600
Total Manpower 2974

 PERFORMANCE HIGHLIGHTS :

• Highest Total Fertilizer Sales 40.51 Lakh MT

(Urea-38.47 LAKH MT, DAP-1.14 LAKH MT, and MOP-0.90 LAKH MT)

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 (Previous best was 37.76 LAKH MT of Urea during 2008-09)
• Highest Imported Fertilizer Handled 12.12 Lakh MT

(Previous best was 10.45 LAKH MT during 2006-07)

• Highest Seed Sale 2.22 Lakh QTLS

(Previous best sales was 1.96 Lakh QTLS during 2008-09)

• Highest KBSKs Turnover Rs.74.97 Crore

(Previous best was Rs. 63.14 Crore during 2008-09)

• Highest Operational Profit Of Traded Products 43.31 Crore

(Previous best was Rs. 3.80 Crore during 2008-09)

• Highest Daily Urea Production on 13/11/09 5638 MT

(Previous best was 5564 on 28/10/09)

• Highest Daily Ammonia Production on 28/12/09 3452 MT

(Previous best was 3433 MT on 25/10/09)

• Highest Monthly Ammonia Production in December, 2009 104740 MT

(Previous best was 104444 MT in October, 2009)

• Highest Monthly Urea Production in December, 2009 167901 MT

(Previous best was 166960 MT in October, 2009)

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 SOURCE OF FINANCE:

EQUITY:
Government Of India : Rs. 450.00 Crores
IFFCO : Rs. 97.00 Crores
Other Societies : Rs. 38.70 Crores

The following is the graphical representation of Sources of Finance.

Source of Finance
GOI Iffco Other Societies

77%

16%

7%

(Source: Annual Report of KRIBHCO-2000-01)

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 C H A P T E R- III:

OBJECTIVE OF THE STUDY

A. PRIMARY OBJECTIVE:

Primary objective of the present study is to understand the techniques of the

Inventory Management used in this concern, with a view to find out the extent to which the

concepts of scientific Inventory control are being applied to them.

B. OTHER OBJECTIVES:

• To provide necessary guidelines for determining economic order quantity,

re-ordering levels and classifications of items using appropriate basis.

• To minimize idle time caused by storage of raw materials, stores or spare

parts.

• To keep capital investment low in inventories, and keep down Inventory

carrying cost and obsoletes losses.

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 C H A P T E R – IV:

RESEARCH METHODOLOGY

20
 METHODOLOGY OF THE PROJECT:

The methodology used for study was to answer three questions covering broad areas
of Inventory Management are as follows:
1. What is Inventory Management?
2. Why Inventory Management?
3. How the Inventory Management is done?

 Collection of data

To obtain answers to the first two questions, the discussions were carried out with
various personnel of M/s. KRIBHCO.
However, to obtain the answer to the third question (i.e. how the Inventory
Management is done?) the existing Inventory control techniques were studied, a
relationship and link was sought between theory & practice and it was found that many
aspects from Theory can be and are being used in practice and necessary suggestions were
made to promote existing Inventory Management at various level.
Thus the different methods and techniques were used at different stages of the
project like interviews, discussions, observation, and secondary data like annual reports,
manuals and other reports and files, so as to meet the requirement of the situation.

 PRIMARY DATA:-

To study Inventory procedure, finance, observation and day-to-day work is used for
study. For finding Expert’s opinion & their problem, and discussion has been done for
the data collection.

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  SECONDARY DATA:-

For secondary data, some books, journals from library and websites are referred.

 TIME FRAME:-

Total 60 days study has been conducted at KRIBHCO for completion of this.

 LIMITATIONS OF THE PROJECT:

During the project work, I have experienced the following limitations:

 As KRIBHCO is a chemical manufacturing society, it has vast varieties of

inventories items, about 66,000. Thus it was very difficult to calculate
different levels like:
EOQ level, ROL level, Maximum level, Minimum level etc.

 The researcher is not willing to reveal some confidential data and setup and
limited vision regarding the KRIBHCO inventory.

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 C H A P T E R – V: TITLE OF THE PROJECT

INVENTORY MANAGEMENT

23
 INTRODUCTION OF INVENTORY MANAGEMENT:-

The dictionary meaning of the word “Inventory” means stock of goods. In the
financial terms, Inventory means the value of raw materials, consumables spares, work in
process, finished goods, and scrap in which company funds have been invests.

It can also be identified that Inventory are those goods which are placed, stored and
used for day to day functioning of the organization.

Thus Inventory can be defined “an ideal resource of any kind having an economic
value.”

Inventory Management is a big part of profit planning for manufacturing and

merchandizing companied. Material costs often accounts for more than 40% of total costs
of manufacturing companies and more than 70% of total costs in merchandizing
companies. Inventory management is the planning and coordinating and controlling
activities related to the flow of inventories into through and out of an organization.

Inventory constitutes the most significant part of current assts of a large majority of
companies in India. On an average inventories are approximately 60% of current assts 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 imperative to manage efficiently and effectively in order to avoid unnecessary
investment. Inventory is stock of the product a company is manufacturing for sale and
components that make up the product.

24
 OBJECTIVES OF INVENTORY MANAGEMENT:-

In the context of inventory management the firm is faced with the problem of
meeting two conflicting needs.
 To maintain a large size of inventories of raw material and work-in-process
for efficient and smooth production and of finished goods for uninterrupted
sales operations.
 To maintain a minimum level of investment in inventories to maximize
profitability.

The objective of inventory management should be to determine and maintain

optimum level of inventory investment. Te optimum level of inventory will lie between the
two danger points of excessive and inadequate inventories. The firm should always avoid a
situation of over investment or under investment in inventories.
The major dangers of over investment are:
a) Unnecessary tie up of the firm’s funds and loss of profit and opportunity costs.
b) Excessive carrying costs, and
c) Risk of liquidity.
The consequences of under investment in inventories are:
a) Production hold ups, and
b) Failure to meet delivery commitments.

Thus, efforts should be made to place an order at right time with the right source to
acquire the right quantity at the right price and quantity. An effective inventory
management should
− Ensure a continuous supply of raw material to facilitate uninterrupted production,
− Maintain sufficient stocks of raw materials in periods of short supply and
anticipated price changes,

25
 − Maintain sufficient finished goods inventory for smooth sales operations and
efficient customer services,
− Minimize the carrying costs and time, and
− Control investment in inventories and keep it at an optimum level.

 NEED TO HOLD INVENTORIES:-

Maintaining inventories involves tying up of the company’s funds and incurrence of

storage and handling costs. There are three general motives for holding inventories.

1. Transactional motive:

It emphasizes the need to maintain inventories to facilitate smooth production and

sales operations, which is for the day-to-day use?

2. Precautionary motive:(Safety Motive)

It necessitates holding of inventories to guard against the risk of unpredictable

changes in demand and supply forces and other factors.

3. Speculative motive:

It influences the decision to increase or decrease inventory levels to take advantage

of price fluctuations.

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  TYPES OF INVENTORIES :
Inventories can be classified in terms of its different uses, which will enable one to
appreciate the peculiarities and problems in its uses. Secondly the differentiation based on
uses of inventories will enable one to adopt control techniques to suit the needs.

Here are the 4 main types of the Inventories:-

1. Raw Material

2. Stores, Spares and Consumables

3. Work – in – process

4. Finished Goods

1. Raw Materials:-

Raw Materials are those basic inputs that are converted into finished products
through the manufacturing process. Raw materials inventories are those units, which have
been purchased and stored for future productions. There are two important factors, which
determine the size of raw materials Inventory.
a) Consumption rate and

b) Importance of item.

Under the head of the raw material maintained in fertilizer company KRIBHCO

are Carbon Di Oxide, Ammonia, etc.

MAIN RAW MATERIAL IN THE KRIBHCO:-

 NATURAL GAS

27
  NAPHTHA

 WATER

 ELECTRICITY

2. STORES and Consumables:-

A. Consumables:-

These are the materials which work as catalysis in the production process and are
not directly found in the output. This enables the production process to function smoothly.
Fuel, oil etc are the example consumables.

B. Spares:-

Spares form an importance class of inventories by themselves. Then consumption

pattern defers from that of raw materials, consumables and finished goods, consequently
the stocking polices are different necessitating special methods for solving their peculiar
Inventory problems. Spares parts can be classified as routable spares, insurance spares,
capital spares, maintenance spares and over handling spares etc.

3. Work – in – Process:-

Work-in-Process inventories are semi-manufactured products. They represent

products that need more work before they become finished products for sale. Work in
process goods acts as a buffers within the manufacturing sub-system, which may consist of
group of machines and assembly lines, i.e. work centers. The raw material passes through
the work centers for final production. The greater the period of process, there will be more
amounts of manufacturing activities.

4. Finished goods:-

28
 These inventories are those completely manufactured products which are ready for
sale. Stocks of raw materials and work-in-process facilitate production, while stock
of finished goods is required for smooth marketing operations. Thus, inventories
serve as a link between the production and consumption of goods. . Normally These
Inventories Are Controlled By the Marketing Dept. Urea Is The Final Product of
KRIBHCO.
 WHY INVENTORY MANAGEMENT? THE NEED

Since the advent of modern industrialism, wealth has become more and more
identified with Money. An increased emphasis on liquidity has led businessman to hold
cash and securities in performance to inventories. Inventories are now often referred to
as the grace yard of business. The surplus of stocks has been a principal guide of
business failure. Thus led manager to change their view regarding holding of
inventories and adopt scientific way of Inventory holding. Following are the factors for
adopting view of scientific Inventory control.

SIZE OF BUSINESS:

The increasing size of business establishment has helped an important role.

Modern large-scale enterprises often operate with small profit margin, which can be
easily eliminated by scientific Inventory control methods. Further the size itself,
makes possibilities of substantial saving through improvement in Inventory control
system.

I. WIDE VARIETY AND COMPLEXITY:

The wide variety and complexity of modern requirements are also necessities
conscious Inventory Management. The larger the range of requirements, the greater
the number of problem of Inventory i.e. the problem of investment, procurement,
storage, holding, accounting, shortages and stocks outs, deterioration, obsolesce etc.
these purpose the need for careful competition of requirements timely initiation of
procurement action, scientific determination of economic order quantities and

29
 optima safety stock levels, a purposeful reporting system to highlights areas
requiring special attention and for a variety of other control measures.

II. URGENCY IN MATERIAL REQUIREMENTS:

The need and important of inventories varies in direct production to the
ideal time, cost of men and machinery and urgency of requirements. But it is highly
uneconomical to keep man machine waiting and the requirements of modern life are
so urgent that they cannot wait for materials to arrive after the need for them has
arisen.

Since time is money and waiting is costly inventories have to be maintained. At the time it
is also necessary to control them the reason being is that the inventories not only tie up lot
of funds but also a deal to carry those controlled inventories is industries concern.

III. NEED FOR LIQUIDTY :

The need for liquidity is much greater than in trade. The reason is that
manufacturing is the process of continual conversion of raw materials in to finished
product, involving expenditures on labor, machines etc. an industrial establishment
has, therefore, to find cash not only for inventories but also for wages, maintenance,
stores and power bills. The only way to prevent as to secure a rapid capital turnover
of capital and the most effective means of achieving these objectives is to control
stores.

 PROS OF INVENTORY MANAGEMENT:-

1) Inventory control ensures an adequate supply of materials; stores, spares, etc. minimize
stock outs and shortage and avoids costly interruption in operation.

2) It lowers down investment in inventories. Inventory carrying cost and observances

losses.

30
3) It facilities purchasing economics through the measurements of requirements on the
basis of recorded experiences.

4) It eliminates duplications in ordering or in replacing stock by centralizing the source

from which purchase requisitions emanate.

5) It permits a better utilization of avoidable stocks by facilitating inter department

transfer within a company.

6) It facilities cost accounting activities by providing a means for allocating material costs
to products, departments or other operating accounts.

7) It provides a check against the loss of materials through carelessness.

8) It enables Management to make cost and consumption comparison between operations

and periods.

9) It services as a means for locations and disposition of inactive and isolate items of
stores.

10) Perpetual Inventory values provide a consistent and reliable basis for preparing
financial statements.

 FACTORS INFLUENCING INVENTORY DECISIONS:-

There are both external and internal factors, which influence decision-making,
Inventory in an organization. The external factor arises from market conditions, Credit
availability and govt. regulations, the external factors are not controllable easily, while
internal factors are controlled with effective Inventory Management.

31
 Following factors influence the Inventory decisions of an organization:-

[1] LEAD TIME

[2] RELEVANT COSTS

[1] LEAD TIME:-

Lead-time can be defined as the periods that elapse between the reorganizations of a
need and its fulfillment. In other words, lead-time is the time taken to physically receive the
materials from the date of its indent. There is direct relationship between lead-time and
Inventories. Evidently during lead-time there will be no delivery of materials and the
consuming department will have to be served from the Inventories held. Both lead time and
consumption can increased without notice and the Inventories will have to be geared up
from this contingency. Inventories have to take care of normal consumption during the
lead-time. Therefore, as lead-time increases the Inventories will have to increase
correspondingly.

The lead-time can be classified as:

 ADMINISTRATIVE LEAD-TIME.
 MANUFACTURING/PROCUREMENT LEAD TIME,
 TRANSPORTING LEAD TIME AND
 INSPECTION LEAD-TIME.

The time spent each of these four stage will vary from item to item. It is clear that
out of 4 components of lead-time administrative and inspection lead times are under the
control of purchaser. Any strategy to reduce the lead-time should be directed, FIRST
towards these two components. A cost trade off but not below a threshold can reduce the
transportation cost. Procurement or manufacturing lead-time is the largest time. This
should be taken care of while negotiating the order and supply details.

32
[2] RELEVANT COSTS:-

The Inventory problem is one of the balancing various costs, so that the total cost is

minimized. Their costs are –

1. COST OF ORDERING
2. COST OF CARRYING INVENTORY
3. COST OF UNDER STOCKING
4. OVER STOCKING COST SERVICE LEVEL
1. COST OF ORDERING:-

The activities that are carried out for fulfilling the need for materials, which
consume executive and non- executive time, stationary and communication charges, there
are the cost of ordering.
The cost of ordering includes cost due to:
(a) Stationery, typing and dispatching are orders, formalities etc.
(b) Follow up costs, which include travelling costs, telephone cost, telegram and postal
bills.
(c) Cost incurred by the goods receiving pay, inspection and handling.
(d) Rent and depreciation on the space and equipment utilizes by the concerned
purchasing personnel.
(e) Salary and statutory payments to the purchasing personnel.
(f) Cost of source development.

The total cost incurred on the all these heads during a year divided by number of
orders in that year will give average cost per order.
The major components of ordering costs are salaries paid to the purchase
department. To control the ordering cost the no. Of men in purchasing should be kept as
low as possible. Hence, any jump in total salary paid should not be allowed unless there is a
corresponding increase in no. of orders. It will be worthwhile to use over-time when there
is a marginal increase in the no. of orders.

33
2. COST OF CARRYING INVENTORY:-

The motivating factor to control Inventory is the cost incurred by holding it. This

cost is expressed as a percentage of the average investment in Inventory. This includes-

1) Cost of capital due to the money invested in Inventory. For calculating cost
of capital, the weighted average cost of capital or bank rate can be used and also
opportunity criteria can be used.
2) Cost of storage job to rent and depreciation charges incurred on the spare
stores and other equipment used to store the item.
3) Cost of detoriation of item, like due to spoilage must be taken into account.
4) Salaries and stationery payments to stores personnel.
5) Obsolescence cost, due to technological charges, the material become useless.
6) Losses due to pilferage, wastages and breakages and while unloading.
7) Insurance costs incurred to protect against fire and related risk.

3. UNDER STOCKING COST:-

Under stocking or stock out cost is due to non-stocking of Inventory. This is usually
measured in terms of opportunity cost due to loss of production by the indenting cost of a
line. If a stock out results in an expedited order, than the extra charges are also included in
the cost. In a production, in addition to the loss of the production there are intangible loses
such as losses of morale and increased business of workers. This competition of this cost
quite tricky.

4. OVER STOCKING COST:-

This cost is basically the opportunity cost due to the investment in Inventory for a
longer period than necessary. In the case of items which will ultimately be used, this cost be
used after a certain period. This cost is equal to carrying cost. The items, which are not

34
used after a certain period of time, the difference between the cost of items and its salvaged
value should be considered while computing the overstocking cost.

5. SERVICE LEVEL:-

Under stocking and overstocking cost are related to each other through the concept
of service level. The Management has to decide the policy serve level for example if a policy
is to satisfy the demand of 99 cases out of 100, these means that the service level is 99%
only 1 case out of 100 there will be stock out.

The relations between service level, stock out cost and overstocking cost are as
follows-

SERVICE LEVEL = STOCK OUT COST

STOCK OUT COST + OVER STOCKING COST

The estimation overstocking cost is fairly simple, and with the Management decision
on service level, the imputed value of stock out can be found out. It can be concluded that if
the stock out cost is very high than Management should fix a higher service level.

 INVENTORY MANAGEMENT TECHNIQUES:-

There are two basic questions relating to Inventory Management:

35
  What should be the size of the order?

 At what level should the order be placed?

The first question relates to the problem of ordering Economic Order Quantity
(EOQ) and is answered with an analysis of costs of maintaining certain level of inventories.
The second question arises because of uncertainty and is a problem of determining the
reorder point.
The ordering costs increase with the number of orders, thus the more frequently
inventory is acquired; the higher the firm’s ordering costs. On the other hand if the firm
maintains large inventory laves, there will be few orders placed and ordering costs will be
relatively small but the carrying costs of inventories increases heavily. The economic size of
inventory would thus depend on trade-off between carrying costs and ordering costs.

 ECONOMIC ORDER QUANTITY (EOQ) MODEL:-

The basic Assumptions of EOQ model are:

1 ) The forecast usage/demand for a given period usually one year, is known.

2 ) The usage/demand is even throughout the period.

3 ) Inventory orders can be replenished immediately, there is no delay in placing and

receiving orders

4 ) There are only two distinguishable costs associated with inventory costs, ordering

costs and carrying costs.

5 ) The cost per order is constant regardless of the size of the order placed.

6 ) The cost of carrying inventory is fixed percentage of the average value of inventory.

36
 Given these assumptions, EOQ model ignores purchasing costs and stock out costs.

For determining the EOQ formula we shall use the following symbols:

A = annual demand/usage,

Q = quantity ordered,

O = cost per order,

C = carrying costs per unit,

Given the above assumptions and symbols, the total costs of ordering and carrying

inventories are equal to,

QC AO
TC = +
2 Q
In the equation, the first term on the right hand side is the carrying cost, obtained as

the product of average value of inventory holding and the carrying cost per unit. The

second term on the right hand side is the ordering costs, obtained as the product of the

number of orders and the cost per order. The total cost of ordering and carrying is

minimized when,

2AO
Q=
C

37
 The formula may be illustrated with the help of the following data relating to Ace

Company.

A = annual demand/usage/sales = 20,000 units

O = ordering cost per order = Rs. 2,000

C = carrying costs per unit = 25% of inventory value

P = purchase price/unit = Rs. 12

Here carrying cost/unit in is = Rs. 12 X 25% = Rs. 3

EOQ = 2AO = 2 X 20,000 X 2,000

3
C

= 5,164 units

 GRAPHICAL APPROACH OF EOQ MODEL:-

The Economic Order Quantity can also be found graphically. Figure illustrates the

EOQ function. In figure costs –carrying costs and ordering costs and total costs – are

plotted on vertical axis and horizontal axis is used to represent the order size. We note that

total carrying cost increases as the order size increases, because on an average a larger

inventory level will be maintained and ordering costs decline with increase in order size

because larger order size means a less number of orders. The behavior of total costs line is

38
noticeable since it is a sum of the two types of costs, which behave differently with order

size. The total costs decline in first instance, but they start rising when the decrease in

average ordering cost is more than offset by the increase in carrying costs.

Total Cost

T
Carrying Costs

Ordering Cost

Q* Ordering Size

The EOQ occurs at the point Q* where the total cost is minimum. Thus the firm’s
operating profit is maximized at point Q*

It should be noted that the total costs of inventory are fairly intensive to moderate
changes in order size. It may be appropriate to say, therefore, that there is an economic
order range, not a point. To determine this range, the order size may be changed by some
percentage and the impact on total costs may be studied. If the total costs do not change
very significantly, the firm can change EOQ within the range without any loss.

 QUANTITY DISCOUNT & ORDER QUANTITY:-

39
 Many suppliers encourage their customers to place large orders by offering them
quantity discount. With quantity discount, the firm will save on the per unit purchase
price. However, the firm will have to increase its order size more than the EOQ level to
avail the quantity discount. This will reduce the number of orders and increase the average
inventory holdings. Thus, in addition to discount savings, the firm will save on ordering
costs, but will incur additional carrying costs. The net return is the difference between the
resultant savings and additional carrying costs. If the net rerun is positive, the firm’s order
size should equal the quantity necessary to avail the discount; if negative its order size
would be equal to EOQ level.

Let’s assume the following data for a firm:

A = estimated annual demand 1200 units

P = purchasing cost per unit Rs. 50

O = ordering cost per order Rs. 37.50

C = carrying cost per unit Rs. 1

The firm is offered 0.5% (0.0005) or Rs. 0.05 per unit quantity discount on
order of 400 units or more.

First we will calculate EOQ, assuming that the quantity discount does not

exist,

2 X 1,200 X 37.50
2AO =
Q* = 1
C

= 300 units

Now, the net return should be calculated for deciding whether the order size should
be increased from 300 to 400 units

40
 The net return is given by the following equation:
= Discount savings + savings on ordering costs – additional carrying costs
= [d X p X a] + O [A/Q* - A/Q’] – [C/2 (Q’ - Q*)]
= [0.005 X 50 X 1200] + 37.50[1200/300 – 1200/400] – [1/2 (400-300)]
= 300 + 37.50 – 50
= 287.50 Rs.
Since the net return is positive, the firm should have an order quantity of 400 units.

 REORDER POINT:-

Yet the answer should be sought to the second question, when to order? This is a
problem of determining the reorder point. The reorder point is tat inventory level at which
an order should be placed to replenish the inventory. To determine the reorder point under
certainty, we should know:

a) Lead time
b) Average usage and
c) EOQ
Lead time is the time normally taken in replenishing inventory after the order has
been placed. By certainty, we mean that usage and lead time do not fluctuate. Under such a
situation, reorder point is simply that inventory level which will be maintained for
consumption during the lead time. i.e.

Reorder point= Lead time X Average usage

41
 INVENTORY MANAGEMENT IN KRIBHCO:-

The efficiency of any business activity depends upon having materials supplies, and
equipments available in proper quantity with the proper quality, at the proper place and
time at proper cost. Failure ay any of these points adds to the costs and decreases the
profit.
Being a chemical processing industry, the inventory pattern in KRIBHCO is very
vast and varied. It is therefore, the purpose to lay down the best practices methods and
strategies that are necessary to enable the materials department to carry out established
policies uniformly which will not only help in reducing the material costs and working
capital but also increase the productivity of the corporation.

 FUNCTIONAL STRATEGIES/ OBJECTIVES:-

a) Evolve and implement a scientific inventory control system to achieve

optimization of inventory levels.
b) Standardize and improve equipment design.
c) Create and sustain computer culture.
d) Bring more common items under centralized procurement system to get better
control.
e) Develop alternate source of supply of materials.
f) Identification and development of vendors.
g) Annual rate contract with the approved vendors for regular supply of material to
reduce the inventory levels of such consumables.
h) Preservation of materials to avoid damages/ deterioration during storage.
i) Improvement in purchase procedure for reduction in procurement lead-time.

42
 To study the inventory management the several of interview techniques depending on
the situations were followed. Discussions were carried out with various personnel of
the company to study the following 3 broad areas:

1. PURCHASE CONTROL
2. STORAGE CONTROL
3. WAREHOUSE ACCOUNTING
A study in KRIBHCO was carried out taking into consideration the concept of total
material control, which significant that efficiency of any organization is contingent upon
having the right material of right quality or right place in the right quantity at the right
time and place.

1. PURCHASE CONTROL:-

Purchasing is one of the basic functions of Inventory Management and forms a

major part of it. What to buy, when to buy, where it buy, how much to buy, how much to
pay and how much to stock are the fundamental of the Inventory control. It also involves
creative functions such as development of new resources, introducing new materials and
sources in the undertaking etc. It needs considerable expertise not only negotiating but also
in the techniques of competition and studying of economic trends in respect of materials to
be purchased in large quantity. Every rupee saved by the good purchasing goes directly in
to the profit for the simple reason is that it is not spent at all.

 OBJECTIVES OF PURCHASING:-

The objective of Inventory purchasing can be enumerated as follows.

 To Maintain Continuity of production.
 To contribute to the competitiveness of the end product.
 To contribute towards higher productivity.
 To buy for the best ultimate value not necessarily at the lowest initial price.
 To contribute towards standardization, variety reduction and value analysis
programs.

43
  To increase profits

 EXISTING PURCHASE PROCEDURE IN KRIBHCO:-

To study the existing purchase system, the purchase procedure followed by the
purchase department have been analyzed and evaluated on the basis of observation and
discussions with concerned personnel of KRIBHCO is as follows:
SCOPE:
The scope of purchase in KRIBHCO includes the following:

 Capital items, like plant and machinery, office equipment, furniture and fixtures etc.

 Raw materials and semi finished goods.

 Consumable items like tools, oils and lubricants, office stationery etc.

 Spare parts.

 Items for repairing and maintaining the capital items.

 Contract / agreement for clearing, handling, loading and transportation of

incoming/ outgoing materials.

 Rate contractors for procurement of casual labors and for maintenance of plant and
township buildings.

 Contract for construction of civil, structural. Mechanical, electrical,

instrumentation, insulation and painting etc.

 Contracts for hiring of vehicles.

 Contract for running of canteen / guesthouse.

44
  Rate contracts for procurement of laboratory, glass wares/ chemicals etc.

 RESPONSIBILITY FOR PURCHASE FUNCTIONS:-

The purchase department issues the material manager (purchase all purchase
orders/ contracts after the approval of the competent authority i.e. the material manager
(purchase). The purchase function in other offices (like head office at NEW DELHI and its
various branch offices) is headed by the single officer nominated / designated for that
purpose. The indenters from various departments are issuing inquiries, inviting bids,
entering into correspondence or negotiation with vendors/ contractors. All requisition for
purpose is duly processed in accordance with procedure laid down, which is forwarded to
purchase department for necessary action.
1. REGISTRATION / SELECTION OF SUITABLE VENDOR/S:

Purchase department is responsible for developing a list approved vendors for

various type of materials and service as per procedures, and advertisement is issued in all
the leading newspapers inviting applications in the prescribed Performa for registration
suppliers and contractors listing out of various types of purchase and service that are likely
to be made during the next 3 to 5 years. The application received scrutinizes by a
committee consisting of a representative from technical, finance and purchase departments
(nominated by General Manager) and ascertained the resources, capacity and quality of
workmanship of the vendor. The committee also calls the vendor and contractors for
personnel discussions and clarifies the applications and obtains such other information as
may be considered necessary by the committee. The list of approved vendors and
contractors as to be updated at least every five years by issuing a press advertisement.

2. REQUISITION TO PURCHASE / WORK:

The indenters from various departments are raising a requisition called the
Material / Purchase Requisition for purchase n the prescribed Performa. It is ensured that
the requisition for purchase is completed in all respect with regard to:

45
 a) Descriptions of the material / equipments / scope of work.

b) Material of construction / specification.

c) Temperature / pressure/ standard if anywhere applicable.

d) Quality and chit of measurements.

e) Date when delivery of material / services required.

f) Name of vendor in case the item is of proprietary nature.

g) Estimated value and budget head.

h) Whether item is a stock item/ non-stock item.

The stores departments raise the requisition for purpose of stock items after the
quality in stock has reached the recorder level as determined for the respective items. Such
requisitions amongst other particular also indicates the minimum, maximum, and reorder
level, the date on which last supply was received and average consummations per months
since last purchases.
The requisition for purchase of non-stock items is invariably routed through the
stores departments, which indorses on the requisition the availability/non availability. In
case item is available the quantity thereof is indicated on the purchase requisition and
quality to be purchased is adjusted by the materials manager in consultation with the
indenture.
The requisition for purchase of capital items, award of civil works, erection
contracts and repair to plant and machinery and equipment, handling and transportation
of materials, repairs/service of equipments hiring of causal labors, selection of contractors
for repair, maintenance, electrical instrumentation provision of after service and painting

46
jobs on schedule of rate valid for one year, is sent directly to the materials after same are
approved by the authority.
All requisition for purpose of materials or for award of work as described above is
raised by respective departments. The department’s manager ensures the following
particulars in the purchase requisitions.
1) Budget provisions.
2) The amount utilized up to the previous requisition.
3) The estimated value of the present requisitions, and
4) The balance available under the budgeted head after booking the present
requisition.
The requisition is submitted to the competent authority for approval of
purchase/work after filling the above information. After the approval of requisition, the
same is passed on to the purchase departments for inviting bids.

3. Inquiries/ Invitations to Bid:

On receipt of the requisition from the various indenting departments, enquiries

shall be issued by the purchase dept. as per the procedure detailed.
Inquiries shall be issued in the prescribed proforma (e). The enquiry document should be
suitably modified to conform to the equipments and materials proposed to be procured. It
is important that the inquiry documents should describe in detail the description of the
material, the technical specifications, and preferred delivery time, various general and
special terms and conditions governing the purchase.
Normally, bids shall be asked in two envelops in cash of the single sage bidding as below:
Envelop 1 Earnest Money Deposit
Envelop 2 Base Price Bid as per the Terms and Conditions of ITB and

alternate price bid, if any. Alternate Bids shall be based on the

alternative designs, materials, completion schedule, payment and

other terms and conditions. The alternate bid shall be considered,

47
 if not accompanied with base bid.

Single stage bidding should be issued only when subsequent changes in the
specifications and terms and conditions are not expected.
However, in case of purchase is in which it may be undesirable or in impracticable
to prepare complete technical specifications in advance or wherever it is deemed necessary,
two stage bidding procedure shall be followed i.e. first inviting technical and un-priced
commercial proposal along with priced bid. These shall be subject to clarifications and
adjustments to be followed by the submission of revised priced bids in the second step, if
required.
In this case bids shall be asked in three envelops as below:
Envelop 1 Earnest Money Deposit
Envelop 2 Technical and commercial un-priced bid
Envelop 3 Base Price Bid as per the Terms and Conditions of ITB and alternate

price bid, if any. Alternate Bids shall be based on the alternative

designs, materials, completion schedule, payment and other terms

and conditions a list of deviations should be given separately. The

alternate bid shall be considered, if not accompanied with base bid.

4. Time allowed for submission of bids and EMD to be Deposited:

Normally three weeks time should be given to the vendors for submitting their bids
however, the time limit for submission of bids may be increased with due consideration of
the particular circumstances with the approval of the competent authority.

(i) For value of purchase up to Rs. 5 lakhs Nil

48
(ii) For value o f purchase up to Rs. 10 lakhs Nil

for proprietary items

(iii) For value of purchase up to Rs. 5 lakh 1% of estimated value or Rs. 1 crore,

(10 lakh`s for proprietary) & up to Rs. 1 which ever is less

crores
(iv) For value of purchase above Rs.1 crore Minimum Rs. 1 lakh, 0.75% of

& up to Rs. 5 crore estimated value but limited to

maximum Rs.2 lakh

(v) For value of purchase exceeding Rs. 5 0.5% of estimated value of purchase

crore limited to Rs. 10 lakh

5. Quotation Comparison Statement (QCS):

After the tender are opened a QCS of all the bids opened, shall be prepared by the
purchase department. the purpose of bid evaluation is to determine the cost of each bid to
the society in a manner that will permit a comparison of bids on the basis of their evaluated
cost factor, which may be taken into consideration, include inter-alia the cost of
transportation unto each unit along with other expenditures incidental to the
transportation, the payment schedule, the delivery or time of completion, the operating
cost, the efficiency, the compatibility of equipment, the availability of spare parts.
The bids conforming to the specifications and lowest in value will be rated in the
QCS as lowest (L-1), second lowest (L-2), and third lowest (L-3) etc.

6. Tender Committee:

All purchase orders whose individual value does not exceed Rs.10 lakhs, will be
finalized on the basis of the recommendations of the indenter and the purchase dept. after
obtaining the concurrence of the Finance Dept. by circulation of file. However, in case of

49
purchase order, whose individual value does not exceed Rs.10 lakhs but are proposed to be
procured stipulated hereunder:
The reviews of QCS and selections of successful bidder in respect of all purchase
orders, whose individual value is above Rs.10 lakhs, will be done by a tender committee
specifically constituted for the purpose in each case. The tender committee shall be
constituted consisting members from following departments:
a) Indenting department – department from where the requirement has come up and
for which action is required to be taken.
b) Finance department
c) Purchase department

7. Selection of Successful Bidder:

Normally, the lowest bid, which conforms, to the specifications will be accepted.
However, where the lowest bid even though it conforms to the specifications is not
accepted, full justification for accepting other than the lowest bid shall be recorded in
writing and approval of the competent authority will be obtained.
While forwarding the recommendations for award of work, the recommending
authority/ tender committee, as the case may be, must ensure the reasonability of the prices
on which the order is proposed to be placed. In case the bid of the successful bidder is far
from the estimated cost, full justification to be given in the recommendation. Particularly
for case where the prices offered are substantial lower than the estimated cost and no
proper reasons could be ascertained, the amount of the performance security may be
increased.

 EVALUATION OF EXISTING PURCHASE SYSTEM OF

KRIBHCO:

The existing purchase procedure gives fair chances of competition to all the vendors.
It leaves no room for malpractices or favoritism of employees i.e. nobody oblige any one

50
out of way. It is not very rigid. In time of urgency of requirement, necessary deviations are
approved by competent authority so as to avoid stoppage of work. The procedure is based
on democratic way of working. Good suggestions to improve efficiency are always
considered. Various annual rate contract running contracts are entered for regular
consumable items, like oil and lubricants, stationery, chemicals, medicines, printing job etc.
This is reducing the repetitive job times and money of company.
But there are shortcomings also, which are evaluated taking into consideration the
five essentials of purchase functions are as follows:
1. Purchase Time
2. Purchase Quantity
3. Purchase Quality
4. Purchase Price
5. Source of Supply

1. PURCHASE TIME:

The purchase time indicates the lead-time i.e. time taken to physically receive the
material from the date of its indent.
To find out the lead time five cases different items have been studied randomly, and
analyzed its fact which indicates that by following the existing procedure, the
administrative lead time is very long i.e. 5 to 7 months, while suppliers lead time is about 2
to 3 months.

SUGGESTIONS:

(1) Approved vendor list should be maintained so that wastage of time to get vendor list
approved every time could be avoided.
(2) Contract system should be followed to purchase stock items with approved vendors so
that the continuity of supply can be maintained without following such long procedure
and waste of time. It this case the economic order quantity should determined for each

51
 item and a list of order per year with specific time limit should be given to contractors
in advance, fixing the maximum, minimum inventory levels.
(3) For non-stock items, the limits for issuing inquiry should be fixed maximum to seven
days. Similarly time limit for recommendations and concurrence by technical
department and finance department also is fixed. In case of delay beyond this time
limit, competent authority should be informed for necessary instructions.

2. PURCHASE QUANTITY AND QUALITY:

It has been observed that the quantity of material is being purchased considering 6
to 12 months consumption that means no economic order quantity has been fixed for
different types of material. Due to the existing system:
♦ Company is incurring cost of carrying inventory interest of capital rent etc.
♦ Company is also incurring loses due to the depreciation in quantity, deteriorations in
quality and obsolesce of materials during storage.
♦ Company is also incurring avoidable expenditure such as holding and keeping of
surplus material, financial losses due to fall in the price of materials, extra expenditure
on excess of materials required.
It is suggested that before taking final decision economic order quantity should be
determined for each item and order should be placed accordingly. The determination of
economic order quantity techniques has been discussed on succeeding pages.

3. PURCHASE PRICE:

The price of each item is being compared with supplier’s quotations considering the
quality of material to be supplied. Although, purchase department should keep itself
informed of the price trends, with the help of market reports, trade papers and journals,

52
report by purchase against and sales representative of the suppliers, published catalogue
and price list.

4. SOURCE OF SUPPLY:

The selection of a particular supplier is made after inviting tenders from possible
source of supply. There are four types of tenders commonly used, which are
(a) Single tender
(b) Limited tender
(c) Open tender
(d) Global tender
The tender received are opened on the date and time stipulated and compared to
select a final vendors, considering quality, delivery after sales services etc. which indicates
that right source is selected; only thing taken in to consideration is to maintain cordial
relations with suppliers.

STORAGE CONTROL:-

The Store has about 64,663 numbers of items, out of which about 2400 items are
‘Stock Items’. The procurement action of stock items is initiated by store. The store is
spread over in 2 lakhs sq.mtrs. Of space, out of which 12000 sq.mtrs is covered area.
Normally working hours of store is general shift hours. However, in case of shut down,
emergency service of stores is made available as requested by user department.

 Objectives of the Stores:

To render materials, services to the organization by receiving and issuing the

materials, preserving the materials in custody, disposing the scrap/ surplus materials. The

53
objective is achieved through following function. Stores function is basically a service
function. The main functions of the stores are:

1) To receive all types (Stock and Non-Stock) materials, to arrange

inspection of materials.
2) To keep materials safe custody, issue of materials to user departments.
3) To initiate action for procurement of stock items, to keep in custody and
issue to user department.
4) Disposal of Non-moving item, surplus item, and scraps item.
5) Implement stores related policies and functions.
6) Coordinating with different sections for preparation of capital/revenue
budget.
7) Coordinating with other departments for stores related activities.
8) Vendor registration and evaluation for disposal.
9) Identification of different training needs of stores personnel.
10) To maintain records/ files of all stores activities, Issue Vouchers/ Internal
Stores Issue Vouchers (ISIV), Internal Stores Receipt Vouchers (ISRV), Stock
Adjustment Vouchers (SAV), Material Exception Reports (MER), claims/
dispatch advice etc.

For convenience in working, the department is divided into three sections:

A) Custody and Issue Section

B) Receipt and Inspection Section
C) Disposal Section

A. CUSTODY AND ISSUE SECTION:

54
 Main function of custody section is to codify the material. This section is looking after
following functions:

1. Codify all items with 9 + 1 digit code structure.

2. Receiving and posting of “Accepted material against SRV and storing at proper
location.
3. Preservation of material during storage period.
4. ‘Stock Verification’ reconciliation and updating of stock with management
approval.
5. Issue of material to the user department /contractor as and when required.
6. Maintenances of accounting for records of each transaction.
7. Verification of “Material Statement” for the material issued against various “Work
order”.
8. Reservation of stock for various schemes.
9. Preparation of MPRS for “Stock Control Items”.
10. Review and Fixing of “Stock level” for “Stock Control Item”.
11. Direct receipt of bulk material like Steel, Oil, Cement and Stock items to avoid
double handling.
 Procedure for Material Issue:

The issue system relates to function of issue card and inventory control section of
stores. It covers all material stocked by the KRIBHCO stores and all bulk and raw
materials directly stored by the users. It begins with the preparation of issue voucher and
ends with their submission to accounts departments.

1. Materials are issued against SIV, format signed by authorized persons.

2. SIV and type of transaction will be checked.
3. Quantity on hand and location of the items will be noted on the SIV for
respective item.
4. Quantity to be issued is decided based on type of material required.

55
 (a) If required material is “Stock Item”, then quantity is issued is depending on
stock available.
(b) If required material is “Non-stock item”, it can be issued fully.
(c) If required material is of “Reserved material category” then entire reserved
material can be issued to that particular department.

 PROCEDURE FOR RECEIVING THE ACCEPTED MATERIAL IN CUSTODY

SECTION:

1. The materials are received in custody section through two sources mainly:

- From Receipt Section through SRV and,

- From User Department through ISRV (Material once drawn from Stores and
not consumed or replaced and repaired can be returned to custody till it is
further required for consumption.)

2. Quantity mentioned in SRV/ ISRV is checked with quantity received.

3. The material is shifted to its location as per codes.

B. RECEIPT AND INSPECTION SECTION:

56
 The consignment booked to the society is normally delivered to Stores ‘Receipt
Section’ and procedure is following:

1. The person delivering the material in receipt section should present the
copy of Delivery Challan / Invoice or the supply with details of Purchase Order
mention thereon.

At the time of receiving the Material, the concerned staff will inspect the
package for assessing the condition of package. If the package is in sound
condition, a clear receipt is given but in case of any observation for damage in
packing specific remarks is endorsed on the Challan / Invoice or Lorry Receipt.

2. Such material is kept in the area marked as material awaiting inspection.

3. The packing is opened and verified for the quantity received. Any
deviation will be recorded for communicating the same to the supplier and
material is shifted to area earmarked as “PENDING FOR INSPECTION”.
4. SRV is raised for internal accounting indicating reference of the
consignment, number of items and quantity delivered against the order with
respect to the supplies.
5. Receipt Section will inform over telephone to the concerned user to
inspect the material
6. The material will be offered for inspection to the concern user
department for conform the quantity and quality of items, as per PO Inspection
Remark /Observation is recorded by the Inspection Authority on the SRV.

7. a) After inspection, if the material is found of acceptable quality, the same is

recorded in SRV as ‘ACCEPTED’ by the person inspecting the material.
Indenter takes one copy of SRV with him.

b) Accepted material is handed over to Custody Section for storage along with
one copy of SRV.

c) Balance copies of SRV are distributed to finance and purchase Dept.

57
 8. After inspection if the materials rejected in part or full, Material Exception
Report (MER) is prepared and sent to supplier with Indenter, Finance &
Purchase Dept., for further action.
9. If the shortage or damage is noticed than MER is prepared giving details of
shortage and damages.

a) If the material covered under KRIBHCO open policy,

Stores prepare provisional claim. Given details of shortage/ damages

and approximate value of claim and sent it to finance for submission to
underwriter. Finance & Account Department prepares monthly claim and
submit to insurance company.

b) If insurance was under the scope of supplier,

Stores sent MER copy to supplier giving reason of shortage / damage and
rejections to enable him to lodge claim with underwriter.

After taking material into custody, the staff of Store Dept., User Dept., and
Purchase Dept. inspects the material. In exercising control on the quality of incoming
materials, inspection plays an important role. Materials purchased in India and abroad are
inspected according to specifications, prescribed tests, drawings, approved samples etc as
stipulated in the purchase order. To inspect different types of materials following
inspection methods are used.

 INSPECTION:

(a) Inspection by third party:

58
 Such agencies are EIL cloyed register, IBR; etc. Acceptance of material is based on
the certificates and reports of these agencies.

(b) Inspection by indenting departments:

At vendors premises during manufacturing of materials or before the dispatch of
the same the concerned officers of indenters carry out such inspection.

(c) Materials test certificates:

The material may be inspected and accepted based on the manufactures test
certificates.

(d) Materials are inspected and accepted by carrying out chemical, electrical or
mechanical test either of the project site or through the recognized lab as stipulated
in the purchase order.
(e) Some materials like shop, cotton, waste, phenol etc are accepted by visual
inspection. Proprietary nature of materials are accepted by either visual inspection
or carrying necessary tests whenever required.
(f) Materials are also accepted after ascertaining the quality as per samples on
stipulated in the order.

C. DISPOSAL SECTION:

 Function of Disposal SECTION:

1. Receive Surplus material, Scrape, Wastages etc.

2. Ensure that such materials are properly located and stored for fetching good
price.
3. Coordinating the activities of declaring items as surplus, obsolete, fixing of
reserve price for their disposal and obtaining management’s approval for their
final disposal.
4. Initiating appropriate disposal actions through tender, public auction or
through govt. agency hired for disposal on behalf of the company.
5. Preparation of status report for surplus, scrape material.

59
  Definitions:

Non-moving Items: No transaction for last five years

Surplus Items: Non-moving Items declared as not required in near

future.

Scrape: Material declared as not useable in plant. This may be generated

during various processes of plant.

 Procedure for disposal of scrap and Surplus Item:

1 Disposable material will be received from following sources,

a) Surplus inventory from Custody Section.

b) Scrap / Wastage From various user departments.

2 The committee is constituted for review either for its alternative use or suggesting
the disposable action with appropriate reserve price.
3 Approval will be obtained from the competent authority for disposal.
4 Consolidated list of disposable item shall be prepared and forwarded to MSTC
(Material Scrape Trading Corp.), agency appointed for disposal of material.
5 M/s. MSTC will invite the tender on our behalf as per their laid down procedure.
Our representative shall attend the tender opening. M/s. MSTC will prepare the
QCS and recommend the vender to whom disposal to be made for KRIBHCO
approval. KRIBHCO will study the proposal and if everything is in order will get
necessary approval from competent authority for disposal. It shall be communicated
to M/s. MSTC who will issue Sale Order/ Delivery Order as per their procedure.
6 M/s. MSTC will forward a copy of SO / DO to KRIBHCO.
7 Remittance of sale proceeds will be done by M/s. MSTC only other receipts of such
remittent, physical delivery of material would be made.

60
 8 On execution or completion of SO, statement of Accounts will be forwarded by
Stores to Account Section for final settlement of Vendor’s account.
9 In certain cases, selling the customers, having valid license/certificate from Pollution
Control Board, will make disposal of hazardous wastes. For such type of disposal
permission will be sought from PCB. Such wastes are:

- Used/ spent oil from plants,

- Used/ spent catalysts from plants,
- Used/ spent automobile batteries from workshop,
- Used/ spent nickel and cadmium batteries from plan

STORES FLOW DIAGRAM

Receiving of materials Return of rejected materials

from vendors, contractors to vendor & dispatch of
& other units material for repairing
61
 Receipt Section

Return of material
-Inspection of material
through ISRV
-SRV MPR for stock
-Accepted material item to purchase

Issue of material to
Custody Section
User Department

Handing over surplus

material for disposal The preservation
Scrap from
to Disposal section of material
plants

Disposal Section

Delivery of material sold

to a successful bidder
through MSTC
WAREHOUSE AND ACCOUNTING CONTROL:

Inventories are the assets of a company and such as their valuation get reflected in
the balance sheet and profit and loss account. These can be valued at actual, at the last
price paid, on the basis of an average price, current market price, and so on. A company
may adopt a particular method of inventory valuation, but it is obligatory to follow it for a

62
minimum period of three years. Any changeover to a new method requires the approval of
the board.
Inventories measured by money value usually constitute the major element in the
working capital of manufacturing companies. Only proper stores accounting procedure
can successfully achieve control of inventory.

A good system of stores accounting is found to be necessary for certain other

purposes like:
a) Preparation of accurate cost accounts
b) Evaluation of purchase performance
c) Working out important management ratio like sales to inventory, consumption to
inventory, purchase to inventory, inventory turnover etc.
d) Preparation of materials budget

When a material is purchased, received, inspected, and placed in the stores, an entry
is made about the purchase through a Goods Receipt Voucher. The entry for the quantity
received is simple, but the entry for the value of a purchase is a problem because the value
is the sum of a number of items like:
a) Invoice price
b) Sales tax/ octroi
c) Excise duty/ custom duty
d) Insurance
e) Freight, carriage, handling charges etc.
The goods receipt voucher is priced from the appropriate invoice and the material
account is debited in the stores ledger.

 INVENTORY CONTROL TECHNIQUES IN

KRIBHCO:

Inventory control is a term that refers to control of all factors that affecting the
materials. It starts with obtaining materials and ends with consumption. Material control is

63
a systematic check over procurement, storage and consumption of materials so as to ensure
minimum wastage, even flow of materials and minimum investment in inventory.
To know the practical use of various inventory control techniques in KRIBHCO.
Following Inventory control techniques were studied and evaluated are:

1. Codification system
2. Classification of Inventory
3. Determination of EOQ and
4. Determination of Inventory levels.

1. CODIFICATION SYSTEM:

KRIBHCO is using the nine-digit numerical code system. The tenth digit of code is
being generated by their mainframe computer which a check digit to prevent duplication of
code for a single item.
Out of nine digit code, the first two digits are used to codify the main group and
remaining digit is used to codify other parameters / specifications in that main group. This
main group, for the purpose of codification has been divided into 01 to 99 for the nine-digit
codification system. The same has been elaborated in details below:
MAIN GROUP NO.
CATEGORY
1. General stores 01 to 49
2. Electrical equipments and spares 50 to 63
3. Instrumentation equipments and spares 64 to 80
4. Mechanical equipments & spares 81 to 99

EXAMPLE OF CHECK DIGIT GENERATION:

Code no. 832167851
The computer shall multiply first each digit of above Code no. by 9 i.e.
8 x 9, 3 x 9, 2 x 9, 1 x 9, 6 x 9, 7 x 9, 8 x 9, 5 x 9, 1 x 9
And then sum of each digit shall be added i.e.
= 72 + 27 + 18 + 9 + 54 + 63 + 72 + 45 + 9

64
= 369
11 will divide the total i.e.
369/11 = 6 is remainder; hence 11-6 = 5 shall be check digit.
The number of digits allotted to the groups in KRIBHCO codification system is
flexible except in case of main group the utilizations of balance seven digits may slightly
vary depending upon the requirements of materials in a particular main group. However,
the sequence of the main group remains unaltered. For example, in general sub group
follows consumable items, main group and sub group by specification of materials,
materials of construction and it is followed by size etc. In case of items, other than general
consumables, the main groups followed by make or type of equipment on plant, then
voltage, rating or unit, sub assembly parts construction size etc. As can be seen the general
layout of the digits are modified according to the requirements to explain the various
characteristics of the items under each primary group in KRIBHCO system. This system is
basically designed for manual working but subsequently has been adapted on computer by
some modification such as check digit addition etc.
The existing Codification System has the following Advantages:
(a) Avoidance of duplication of a code due to multiple names, long description of
the items and storing of the items under different name is avoided,
(b) Accurate and logical identification,
(c) Reduction in clerical work,
(d) Standardization of items,
(e) Efficient recording and accounting, and
(f) Assure correct and efficient inspection.

2. CLASSIFICATION OF INVENTORY:

The existing classification system is based on its use, i.e. inventories classified as
stock items and non-stock items. The existing system keeps strict control on the item that is
of recurring nature. It takes in to consideration only the amount use of quantity not in

65
value. While for non-stock item low control is being kept. This system has following
shortcomings.

 The classification gives importance to only those items, which are of

recurring natures. It excludes from the control point of view the items that are
high value in stock.
 It considers the quantity used not the money value of the material used.
 Control kept on stock items a give equal weightage to all items, which
neglects the benefit of selective control technique.

Considering the practical use of classification techniques, two important methods

are suggested as follow:
(1) ABC classification
(2) VED classification

 ABC Classification:-

ABC classification is a basic analytical Management tools which enables top

Management to direct their effort where the result will be maximum. This technique
properly knocks as “ALWAYS BETTER CONTROL” has universal application in many
areas of human endeavor. The technique tries to analyze the distribution of any
characteristic by money value of importance in orders to determine its priority. In
materials Management, this technique has been applied in areas needing selective control.
Such as Inventory critically of items, obsolesce. Stock purchases order, receipt of materials,
inspection, storekeeper and billing verification.

 Techniques of ABC Classification:

The techniques of classifying the items into A, B and C categories as described in the
following steps:

66
(1) Classify the items of inventories, determining the expected use in units and the price
per unit for each item.
(2) Determining the total value of each item by multiplying the expected units by its unit’s
price.
(3) Rank the items in accordance with the total value, giving first rank to the item with
highest total value and so on.
(4) Compute the ratios (percentage) of number of units of each item to total units of all
items and the ratio to total of each item to total value of all items.
(5) Combine items on the basis of their relative value to form three categories A, B and C.

 ADVANTAGE OF ABC CLASSIFICATION:

This approach helps the material manager to exercise selective control and focus his
attention only on a few items, when he is dealing with lakhs of store items. Concentrating
on all items it is likely to have diffused effect irrespective of the priorities. It provides a
sound basis on which to allocate resources and time of personnel with respect to their
importance of the individual items.

For control purpose, in Kribhco the total inventory has been classified into ABC
classes. They exercise control over these classes as their relative value proportion in ABC
classes to avail the benefits of selective control. They don’t have the exact classification as
we have in analysis. But they know which item should have maximum attention and which
should minimum, after experience and regular review of inventory.

 PURPOSE OF ABC CLASSIFICATION:

The object of carrying out ABC classification is to develop policy guidelines for selective
control. Normally, once A.B.C.classification has been done the following broad policy
guidelines can be established in respect of each category.

67
 EXHIBIT 1.1
Sr.

No. A-ITEMS B-ITEMS C-ITEMS

1. Very strict control Moderate control Low control

2. No safety stock Low safety stock High safety stock

3. Frequent ordering or Once in four months Bulk ordering once in six

weekly deliveries months

4. Weekly control Monthly reports Quarterly control reports

statement
5. Maximum follow up and Periodic follow up Follow up and expediting

expediting exceptional cases

6. Strict value analysis Moderate value Minimum value analysis

analysis
7. As many sources as Two or more reliable Two reliable sources for

possible for each item sources each items

8. Accounts forecast in Estimate based on past Rough estimate for

material planning data on present plan planning

9. Minimization of waste Quarterly control over Annual reviews over

obsolete and surplus surplus and obsolete surplus and obsolete items

(review every 15 days) items

10. Individual posting Small group posting Group posting

11. Central purchasing and Combination Decentralized purchasing

storage purchasing
12. Maximum efforts to Moderate Minimum clerical efforts

reduce lead time

13. Must be handled by Can be handled by Can be fully delegated

senior officers middle Management

68
SUGGESTED SYSTEM:

The scientific method of ABC classification has been used in this study about which
a brief introduction has been given in the previous pages. (Exhibit 1.1)

The main task here was to determine the demarcation line between A.B. & C items.
For this purpose first of all items were arranged by rupee annual consumption in
descending sequence, starting at the top of the list running total of item by item rupee
consumption value was computed, and finally the cumulative percentage for the item count
and cumulate annual usage value were computed. All A, B, C types of item were listed out.

The sample of 29 items (material group wise) have been taken for the A.B.C classifications
The figures are as per April 2010.

SR. MATERIAL NO.OF DESCRIPTIONS VALUES

NO. GROUP NO ITEMS CONSUMPTION
(UNITS) (RS)
1. 10 62 Abrasives 78,949.40

69
 2. 11 3713 Tools and NDT Equipments 1726,661.17
3. 27 1124 Instruments General 2,902,642.27
4. 35 688 Fire Fighting and Safety 2,665,949.61
5. 29 678 Catalyst/Chemicals/Resins 90,869,797.98
6. 42 1854 Stationary/Furniture 1231,508.79
7. 09 286 Welding electrodes and spares 1,417,000.90
8. 15 623 Pipe and pipe fittings I.B.R 4,571,100.75
9. 20 553 Flanges non-I.B.R. 3,443,825
10. 37 277 Civil constructions 6,545,878.27
11. 92 5036 Mobile equipments and Rollin 10,838,494.81
12 01 778 Bearings 7,927,620.02
13. 07 1077 Gasket/packing/o-ring 5,857,780.23
14. 94 5379 Pumps & Ejectors 58,414,027.36
15. 25 230 Cable 9,668,642.37
16. 13 361 Metals(ferrous0 24,846,750.68
17. 04 1202 Fasteners 2,678,795.10
18. 24 3498 Electrical/General 16,122,687.05
19. 49 327 Misc.items 49 group 3,304,394.92
20. 02 1196 CP/NG/oil mech-seal,Ve-belt 9,615,598.04
21. 31 300 Paints/oil/lube/gas 4,285,708.09
22. 21 1254 Valves non I.B.R 24,761,864.36
23. 38 277 Bags/bagging & containers/cot 1,461,363.68
24 19 2895 Pipe & pipe fittings 35,520,268.94
25. 05 37 Hardware(others fasteners) 190,383.10
26. 12 86 Elastomer/Plastic 327,524.66
27. 26 230 Cable(powers & control) 9,668,061.74
28 14 75 Metals (non ferrous) 1,387,437.10
29. 30 1321 Lab equipments 1,336,222.83
TOTAL 343,666,
939.22

70
71
 Main Group % of Total Value
Item Units Cumulative
20 553 1.00
92 5036 3.15
01 778 2.31
94 5379 17.00
13 361 7.23
24 3498 4.69
02 1196 2.80
21 1254 7.21
19 2895 10.34
33 230 2.81 – 58.54 58.54 – A

29 678 26.44
38 277 0.43
12 86 0.095
14 75 0.40
30 1321 0.39 - 27.76 86.30 – B

10 62 0.02
11 3713 0.50
27 1124 0.85
35 688 0.78
42 1854 0.36
09 286 0.41
15 623 1.33
37 277 1.91
07 1077 1.70
25 230 2.81
04 1202 0.78
49 327 0.96
31 300 1.25
05 37 0.06 – 13.7 100 – C
72
Main Group No Units % of Quantity Cumulative
20 553 0.08
92 5036 0.47
01 778 0.1
94 5379 0.46
13 361 2.56
24 3498 2.77
02 1196 0.17
21 1254 0.17
19 2895 1.16
33 230 0.98 – 8.92 8.92 – A

29 678 20.02
38 277 0.32
12 86 0.06
14 75 0.20
30 1321 0.34 – 20.94 29.86 – B

10 62 0.13
11 3713 0.16
27 1124 0.96
35 688 0.48
42 1854 12.25
09 286 0.55
15 623 0.23
37 277 0.29
07 1077 4.09
25 230 2.99
04 1202 2.63
49 327 43.89
31 300 1.08

73
 05 37 0.5 – 70.14 100 - C

 Graphical Representation of ABC Analysis:

100
90
80
70
60
50 Percentage of
Item
40 Cost
“B”
30
20
10
0
0 10 20 30 40 50 60 70 80 90 100

The tabular & graphic presentations indicate that item ‘‘forms a minimum,
preparation 8.92 percent of total units of all items but represents the higher value 58.54
percent. On the other hand, item ‘C’ represents 70.14 percent of the total units and 13.7
percent of the total value item ‘B’ occupies 20.94 percent of the total units and 27.76
percent of the total value. Items ‘A’ and ‘B’ jointly represent 29.86 percent of the total
units and 86.30 percent of the investment Item ‘C’ representing merely 13.7 percent of the
investment.

 VED CLASSIFICATION:

74
 The VED classification is applicable largely to spare parts. Stocking of spare parts
will be based on strategies different from those for raw materials, because their
consumption pattern is different; while the consumption of raw materials depends directly
on the market demand of production while the demand for spare parts depends on the
performance of the plant and machinery. Therefore, the method of classification designed
for one type of inventory will not be compatible for selective control of another type of
inventory to overcome this draw back the VED classification is used.
Spares are classified as vital, essential and desirable. This implies that V (Vital)
classes of spares have to be stocked adequately to ensure the operation of the pant, because
by definition the non-availability of vital spares can cause havoc and stop the wheels of the
organization. Some risk can be taken in the case of E (Essential) class of spares. Stocking of
D (Desirable) spares can be even done if the lead-time for their procurement is law. It is
essential that those in charge of the maintenance of the plant do by technical department or
this classification. This classification will be very useful to KRIBHCO if it is implemented.
Moreover, ABC and VED classification can be a combined advantage, in order to
control the stocking of spare parts. The control action for the class AV, BE, CD, etc are
given in this table:

V Item E Item D Item

CLASSES
A Items Constant control & Moderate stock Nil stock
regular follow up
B Items Moderate stock Moderate stock Very low stock
C Items High Stocks Moderate stock Low stock

75
1. VITAL : LED TIME: FEW MONTHS

Item of proprietary Nature. Only single manufacture. Its substitute

is not available.

Probability of high consequential looses.Usually, high cost of item.

If the materials not available, than total production stopped at the

time.

2. ESSENTIAL: LED TIME: FEW DAYS

Item of regular production and easily available with manufacturer.

Chemicals, general bearings, fasteners, valve, pipe fittings, welding

materials, paints, refectories etc..

If the materials not available than same may be production affected

in future.

3. DESIRABLE: LED TIME: FEW HOURS

76
For the sales available from ready stock. Ready available in local
market.

Continues/ frequent requirement consumables, expendables.

Small nuts bolt, emery papers, GI fittings, lubes, lab ware, general
stationeries, hand gloves, marketing cloths etc..

If the materials not available, than same may production affected in

future after long time.

 Just-In-Time Inventory:

JIT, Just-In-Time is a term usually thought of as describing inventory arriving or

being produced just in time for the shipment or next process. JIT is a process for
optimizing manufacturing processes by eliminating all process waste including wasted
steps, wasted material, and excess inventory. The term also describes lean manufacturing
that is dependent upon JIT inventory systems (Term=JIT). The term is commonly referred
to the concepts of Taiichi Ohno from the Toyota Motor Company in Japan regarding
production. Just-In-Time inventory systems depend upon logistics that include:
transportation, warehousing and several strategies for handling the potential supply chain
uncertainties. Just-in-time is easy to grasp conceptually, everything happens just-in-time.
Conceptually there is no problem about this; however achieving it in practice is likely to be
difficult.

77
  DETERMINATION OF EOQ:

 What is Economic Order Quantity?

Order quantity is defined as the quantity or its rupee equivalent for which fresh
order of an Inventory item is placed. The decision regarding order quantity of various
Inventory items is of vital importance in the Management of the Inventory item for which
total of two types of cost opposing each other will be the minimum at this level, the sum of
all cost of one type is exactly equal to the sum of all the cost of the other type. Thus
quantity is often referred to as economic order quantity, for the purchase. Purchase item
and economic lot size for production item.

The economic order quantity can be determined with the help of the following
formula:

2AO
Q=
C

Where,

A = Annual usage in units

O = Order (buying) cost per order
C = Carrying cost per unit

 Determination of EOQ:

As per the above formula, we will calculate the determination of EOQ:

78
  DETERMINATION OF CARRYING COST:

a) Obsolescence - Nil
b) Deterioration - Negligible
c) Taxes - Nil
d) Insurance - 1% average
e) Interest on capital - 18%

Total carrying cost 19%

 DETERMINATION OF ORDERING COST:

COMMUNICATION COST: Includes, telephone, telex and Telegram cost and

postage cost. Rs.60574945690.40 year ended 31st March 2010.

TRAVELING COST: Rs.7104674588000 year ended 31st March 2001.

STATIONERY COST: Rs. 497563468000.90 year ended 31st March 2001.

SALARY OF PURCHASE DEPARTMENT: Rs. 15,525,450/- per month

Therefore 15,525,450 x 12 = Rs. 186305400 per year

Total ordering cost = (60574945690.40+7104674588000+497563468000.90+186305400)

------------------------
= 7662999307091.3
------------------------

79
Average ordering cost per order:

766299930709
673535838.7

= Rs. 11377.00

 Determination of Inventory Levels:

The Inventory level concept considers store keeping as profit intensive service to
production. Store keeping should contribute directly to profitability and be concerned with
such matter as flow, lead time storage cost, acquisition cost, material handling,
preservation, packaging and dispatches.
In the same way that specification is related to technical needs, so, general level of
stock should be related to the sales and production policies of the company.
There are various levels of stock, which are established by the KRIBHCO, as
follows:

♦ MINIMUM STOCK LEVEL :

This is the level at which any further demands upon the bill will necessary withdrawals
from the reserve stock. The minimum stock is converted to meet exceptional conditions of
demand.
Two months usage (consumption) of material (stocks) taken into consideration by the
KRIBHCO as a minimum stock level.

80
♦ MAXIMUM LEVEL :

This is the level above which the stock should not be permitted to raise. Eighteen
months usage (consumption) of material (stocks) taken into consideration by the
KRIBHCO as a maximum stock level.

♦ RE – ORDER LEVEL :

The point at which the order has to be placed. The reorder level may not always be
numerically equal to the economic order quantity. It should be regularly reviewed for paid
moving items. For fast factors such as change in demand, delivery times or variation are in
trend.
Eight months usage (consumption) of material (stocks) taken into consideration by the
KRIBHCO as a Reorder level.

♦ LEAD TIME:

It is a systematic study of the time taken in each element of activity involved in

procurement of an item beginning from the need felt to the receipt of material for use i.e.
the time taken to get the MPR approved and passed to Purchase department, time taken
between the receipt of MPR in Purchase to the date of placement of order, time taken by
supplier to ship after receipt of order, time taken in transportation and time taken in
receiving and inspection till it is finally available for use.
The average time taken to convert an indent into an order is about 3-4 months for
regular items and for new items it may vary from 4-5 months.
To justify these different kinds of level in December 1985 with the codification
system, KRIBHCO established Inventory cells. KRIBHCO also appointed four export of
the USAGE OF MATERIAL – STOCK IN THE USER DEPARTMENT. Based on their
experience and consumption of material stock within the four years, from the year 1989
these different types of stock levels are established.

81
 METHODS OF EVALUATION:-
 How Do We Value Inventory?

The accounting method that a company decides to use to determine the costs of
inventory can directly impact the balance sheet, income statement and statement of cash
flow. There are three inventory-costing methods that are widely used by both public and
private companies:

• First-In First-Out (FIFO) - This method assumes that the first unit making its
way into inventory is the first sold. For example, let's say that a bakery produces
200 loaves of bread on Monday at a cost of $1 each, and 200 more on Tuesday at
$1.25 each. FIFO states that if the bakery sold 200 loaves on Wednesday, the COGS
are $1 per loaf (recorded on the income statement) because that was the cost of each
of the first loaves in inventory. The $1.25 loaves would be allocated to ending
inventory (appears on the balance sheet).

• Last-In First-Out (LIFO) - This method assumes that the last unit making its
way into inventory is sold first. The older inventory, therefore, is left over at the end
of the accounting period. For the 200 loaves sold on Wednesday, the same bakery
would assign $1.25 per loaf to COGS while the remaining $1 loaves would be used to
calculate the value of inventory at the end of the period.

• Average Cost - This method is quite straight forward; it takes the weighted
average of all units available for sale during the accounting period and then uses
that average cost to determine the value of COGS and ending inventory. In our
bakery example, the average cost for inventory would be $1.125 per unit, calculated
as [(200 x $1) + (200 x $1.25)]/400.

82
 C H A P T E R – VI:

SUGGESTIONS AND CONCLUSIONS

83
 SUGGESTIONS

Considering the entire situation discussed above following points should be taken in
to consideration for the effective Inventory Management.

 First taking into consideration the purchase control of KRIBHCO, they

should introduce Vender Performance Rating System for vendor
development and to spot out good reliable source of supply.
 As I have visited the dockyard, where the most of the scrape, wastages, and
obsolete items are being stored, it is necessary for them to reduce the
disposable items and should make cash out of it as soon as possible.
 Their codification system is really good but as far as main group is
concerned. They should modify the system as such that it can accommodate
more main group, if the necessity arises. E.g. main group for newly invented
spare part.
 In addition to ABC classification, they should introduce other widely used
classification systems also so as to have greater control over inventories like
VED analysis and FSN analysis.
 The production planning should be done according to the demand so that
there should not be over stock during off-season and stock out during the
season.
 The investment in stores and spare parts Inventory should be kept as law as
possible, considering demand of stores and spare parts.
 Optimum planning should be maintained in transportation to reduce storage
of finished product (Urea), which reduces warehousing cost.
 Reduction in material handling as far as possible.
 I found the extra staff in purchase department. They have to reduce this to
minimize the ordering cost.

84
 CONCLUSIONS

The inventory of Kribhco is about 6-7% of the total assets. Hence it is requires the
due attention. As stated earlier the main inventory of KRIBHCO is Mechanical Spares,
which are proprietary type of items in most of the cases. These items are costly and having
one or two sources of supply. The management is now more focused on reducing the level
of mechanical pares.
The inventory of stores and spares has more than 6000 items and are being
managed by material/purchase department. Because of the use of codification and
computerization the management of these inventories is carried out very well. Codification
helps in identification of an item and in standardization, where as computerization assists
in carrying out various inventory related analysis and identifying non-moving items.

As they have already established standards of levels for some items and for other
items they have like a fluctuating level system supported by computer technology, which
updates levels whenever new price for a material is entered into system. That is why it can
be said that they have scientific ways to manage inventory properly with the help of
scientific inventory management control system.

85
 C H A P T E R – VII:

BIBLIOGRAPHY

86
 BIBLIOGRAPHY

WEBSITES:-

www.kribhcosurat.com

www.kribhco.net

www.Google.com

BOOKS:-

Financial Management, Ninth Edition, I. M. Pandey, Vikash Publishing

House

Project Guidelines:-

FINANCIAL Reports of KRIBHCO, Year 2007-2008, 2008 – 2009.

Knowledge and guidance of Mr.P.G.Soni

87
 Annexure

88
 ANNEXURES

ANNEXURE –1
SCHEDULE OF SUB-DELEGATION OF FINANCIAL POWERS:

Nature of Indents Extend of Powers Remarks

(1) Approval of indents

1.1 Normal stores stock items

a) General Manager Full power
b) Departmental Manager Upto Rs. 2 lacs in each case
1.2 Non stock or restricted issue
items
a) General Manager Full power
b) Departmental Manager Upto Rs. 50000/- in each cases.
1.3 Service Contracts
a) General Manager Full power Rs. 50000/- in each cases.
b) Departmental Manager
1.4 Capital Items
a) General Manager Full powers
2. Calling for tender
2.1 Open tender
a) General Manager Full powers
b) Material Manager Full power for item up to Rs. 2 lac in
each case.
2.2 Limited Tender
a) General Manager Full powers
b) Material manager Full power for items valuing up to Rs.
1 lac
2.3 single Tender

89
a) General Manager
b) Material Manager
3.Acceptance of tender
3.1 Opening tender
a) General Manager
b) Material Manager
3.2 Limited tender
a) General Manager
b) Materials Manager
(i) Normal stock items
(ii) Non-stock items
c) Supdt. (Purchase)
Purchase office
3.3 single tender
a. General Manager
b. Material Manager
3.4Proprietary items
a) General Manager
b) Material Manager
c) Suptd. (purchase)
Full power
Upto Rs. 25000/- in each case
Up to Rs. 10 Lac in each case
Upto Rs. 50000/- in each case
Up to Rs. 10 lacs reasons to be
recorded for not calling tender
Up to Rs. 50000/- in each cases
Upto Rs. 25000/- in each cases
Upto Rs.10000/- in each cases
Upto Rs. 2 lacs in each case
Upto Rs.25000/- in each case
Upto Rs. 10 lacs in each case
Upto Rs. 50000/- in each case
Upto Rs.10000/- in each case

4. Purchase control at
controlled rates and
analyzed through public
sector agencies including
purchase against DGS & D.
a. General Manager
b. Material Manager Up to Rs. 10 lack in each case
c. Suptd. (Purchase) Upto Rs.2 lack in each case
d. General Manager Upto Rs. 50000/- in each case
Full power for purchase of Naphtha
5. Emergency Purchase
through personal inquiry

90
 a. General Manager
6. Cash Purchase
a. General Manager
b. Dy. Manager
7. Repair to Staff
Cars/Jeeps/Buses/Ambulanc
e/Truck etc.
a. Manager (Maintenance)
8. Nature of power
a. Supdt. (Mech. Services)
9. Purchase Commitments
(in excess of provision in the
annual budget)
a. General Manager
10. In absences of provision in
the annual budget
a) General manager
11. Amendment to purchase
order & Contract
11.1 where price is effected
a. General Manager
b. Material Manager
12. Where price is effected
a. General Manager
91
Upto Rs. 1 lac in each case
Rs.2500/- on each case.
Total not to exceed 3:5 lacs per year
Rs. 500/- in each case
Full power total not to exceed Rs.
4000/- per year for vehicle.
Rs. 500/- in each case.
Excess up to 20% of budget allotment All such cases to
for the individual items provided and be reported to
approved budget main head is not M.D.
exceed by more than 5%
For items of petty nature Rs. 1000/- in
each case provided total sanction in
the year would not exceed is 10000/-
These are
subject to the
overall. Limits
Full power given in 3 above.
Full power
+ 10% original contact/purchase Increased in
order price or Rs. 1 lac whichever is purchases
more. order/contract
 value to be
b. Material Manager +5% of the original contract allowed
(Purchase order for Rs. 5000/- Only this will not
whichever is more) cause the
approval budget
main head to
exceed by 5%
13. Signing of Purchase
Orders/Contract
a. General Manager Full powers within his delegated
powers and above Rs. 1 lac with the
approval of M.D.

b. Materials Manager Upto Rs. 50000/- in each case.

Supdt.
(Purchase) purchase
officer

ANNEXURE – 2

KRISHAK BHARTI CO-OPERATIVE LIMITED, HAZIRA PROJECT SURAT

LIST OF PRIMARY GROUPS

92
 (I & II DIGIT)

Primary Group Description

01 Bearing
02 Coupling and mechanical seal ( V Belt)
03 Test
04 Fasteners
05 Hardware (other Fastners)
06 Testing Group For Closing Purpose
07 Gaskets and packing
08 -
09 Welding material and equipment
10 Abrasives
11 Tools & NDT Equipments
12 Elastomer/Plastic (inc. house)
13 Metal (Ferrous)
14 Metal (Non ferrous)
15 Pipe and Pipe fittings I.B.R.
16 Flanges I.B.R.
17 Values (other than control solenoid/relief) IBR
18 Tubes IBR
19 Pipe and Pipe fitting non IBR
20 Flanges non IBR
21 Valves (other than control solenoid) non IBR
22 Tubes non IBR
23 -
24 Electrical general stores (other than cable)
25 Cable (power and control)
26 -
27 Instrument General stores
28 Mechanical items
29 Chemical, catalyst and water treatment resins
30 Lab equipments
31 Pints, oil, lubricants, fuel and gases
32 Round rolled bars
33 Insulation and refractory
34 -
35 Fire fighting & safety
36 Flood Materials
37 Civil construction materials
38 Bag , bagging materials & containers
39 Thread
40 -
41 Liveries & protective clothing
42 Furniture furnishing canteen horticulture & stationary
43 -
44 -
45 Medicine/medical items
46 Project/new scheme items
47 -
48 Regularized items
49 Consumable stores(other than those included elsewhere)

93
 50 D.C. equipment (other than motors)
51 Electrical instruments & relays
52 Motor Operated Value
53 Generator
54 Flame proof LGT &ACC
55 Battery charges , Ups
56 Motors
57 M.C.C
58 Industrial Heaters
59 Switch gear
60 -
61 Telephone exchange items
62 Transformer
63 DCS/PLC/PC/DATA/OGR
64 Analyzers
65 Pneumatic instruments
66 Control valve
67 -
68 Flow instruments
69 Temperature instruments
70 Pressure instruments
71 Level instruments
72 Vibration instruments
73 Elect. Weighing inst.
74 Receiving stations
75 Electronic instruments
76 Transmitters
77 Field Instruments
78 Instrument electronics
79 Testing equipment
80 Relief value / require disc.
81 -
82 Compressors, turbines, fans & blowers
83 Conveyors & evaluation
84 -
85 Exchangers
86 Engines
87 Furnace & boilers
88 Bio – Fertilizers Equipments & PIPE
89 Gear box (other than compressor gears)
90 Capital Items
91 Material handling equipments (other than conveyors & elevator)
92 Mobile equipments & rolling stock

93 -
94 Pumps & ejectors
95 Surplus items of coal handling
96 Vessels & tanks
97 VLVS & Pipe Fittings
98 Coal Mill Surplus
99 Special equipment

94
95