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2011
GIAFOUR
INVENTORY MANGMENT
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INVETORY MANAGEMENT
INTRODUCTION
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CHAPTER-1
1.1 INTRODUCTION
day cash flow. It needs enough cash to pay wages and salaries as they fall
due and to pay creditors if it is to keep its workforce and ensure its supplies.
Even a profitable business may fail if it does not have adequate cash flow to
Therefore, when businesses make investment decisions they must not only
consider the financial outlay involved with acquiring the new machine or the
new building, etc, but must also take account of the additional current assets
raw materials and work in progress. Increased sales usually mean that the
Then we should know, why should the managers of a business pay special
Management must ensure that a business has sufficient working capital. Too
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its agreed overdraft limit, failing topay suppliers on time and being unable to
claim discounts for prompt payment. In the long run, abusiness with
insufficient working capital will be unable to meet its current obligations and
The three components, which put affects on working capital, are as:
1. Inventory
2. Receivable
3. Cash
Operating cycle
For a manufacturing company like; steel industry; cement industry and many
1. Raw material
2. Work-in-progress
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3. Finished goods
Whereas receivable and cash management can be done after sales but
becomes difficult task for any financial manager for any organization.
and support the company’s Strategic Plan. The many changes in the market
change their Inventory Management approach and change the process for
Inventory Control.
provide the information to managers who make more accurate and timely
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Managers who make more accurate and timely decisions to manage their
operations.
The basic building blocks for the Inventory Management system and Inventory
3)Production Planning
5)Inventory Reduction
in their hand. Also the company consuming raw material more than 20% of
sale value in the last year. So inventory management is one of the essential
Raw material
Raw materials are inventory items that are used in the manufacturer's
that the firm or its subsidiary has produced or extracted. They also may be
objects or elements that the firm has purchased from outside the organization.
supplier, the purchaser may classify it as a raw material if his or her firm had
no input into its production. Typically, raw materials are commodities such as
ore, grain, minerals, petroleum, chemicals, paper, wood, paint, steel, and food
items. However, items such as nuts and bolts, ball bearings, key stock,
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casters, seats, wheels, and even engines may be regarded as raw materials if
Work-in-process
processed within the system. This generally includes all material—from raw
material that has been released for initial processing up to material that has
Any item that has a parent but is not a raw material is considered to be work-
in-process. A glance at the rolling cart product structure tree example reveals
legs, and casters. Actually, the leg assembly and casters are labeled as
subassemblies because the leg assembly consists of legs and casters and
the casters are assembled from wheels, ball bearings, axles, and caster
frames.
Finished goods
goods have been inspected and have passed final inspection requirements so
that they can be transferred out of work-in-process and into finished goods
inventory. From this point, finished goods can be sold directly to their final
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Technological advancement is very important for the overall health of the steel
industry.
The history of iron and steel making in India goes back by several centuries. It
dates to 480 BC when archers in India used arrows tipped with steel. The iron
pillar of Dhar near Indore in Madhya Pradesh dates back to about 321 AD, the
iron pillar of Kutab Minar near Delhi dates back to about 400 AD and the iron
beams of Sun temple of Konark in Orissa dates back to 13th century. These
Before Independence
The roots of the Indian Steel industry in modern times can be traced to the
year 1874, when a company called Bengal Iron works at Kulti near Asansol in
West Bengal produced iron. One of the most important landmarks in the
history of Indian steel industry was the commencement of the Tata Iron and
After Independence
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hindrance. That's when the government decided to go for synergy with other
countries for technology transfer. Some of the prominent steel plant set up
collaboration with Russia. These steel plants came under the purview of
Post Liberalization
The post liberalization scenario in the Indian Steel industry has witnessed a
• The need for license for increasing capacity has been abolished.
• Steel industry has been removed from the list of Industries under the
Future trends
• It has to be said that the global recession has affected the Indian steel
industry especially stainless steel, but the steel industry is trying to offset
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-March 2009.
It is estimated that
India's steel consumption will grow at nearly 16% annually till 2012.
• The National Steel Policy has forecasted the demand for steel would
• The Indian steel industry have entered into a new development stage
from 2005-06, riding high on the resurgent economy and rising demand
for steel. Rapid rise in production has resulted in India becoming the 5th
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nearly 16% rate annually, till 2012, fuelled by demand for construction
projects worth US$ 1 trillion. The scope for raising the total consumption
• The National Steel Policy has envisaged steel production to reach 110
Steel has projected that the steel capacity in the county is likely to be
expected that India’s steel capacity would be nearly 293 million tonne by
2020
Production
respectively.
in the world.
million tonnes.
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to quality.
Steel Prices
• Price regulation of iron & steel was abolished on 16.1.1992. Since then
• There has been an up-trend in the domestic steel prices since 2006-07
domestic market and up-trend in the global steel prices have been
some of the reasons cited by the industry for increase in the steel
reason on the demand side for the rise in steel prices. Honorable Steel
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Minister has held discussion with all major steel investors including
Arcellor-Mittal, POSCO, Tata Steel, Essar, Ispat and also SAIL, RINL
• The Government also took various fiscal and other measures for
stabilizing the steel prices like exempting pig iron, non alloy steel and
steel making inputs like zinc, ferro-alloys and met coke from customs
steel products and bringing back railway freight on iron ore from
finished products, and hot rolled coils/sheet, 10% export duty on cold
• Iron & Steel are freely importable as per the extant policy.
(Partly estimated)
2008-09 6.581
2009-2010 5149
(Partly estimated)
(Source: Joint Plant Committee)
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for exports.
entitlement rates, are granted due credits which would entitle them to
• Exports of finished carbon steel and pig iron during the last five years
(Prov.estimated)
(Prov.estimated)
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CHAPTER-2
Company profile
The Tata Steel Group has always believed that mutual benefit of countries,
corporations and communities is the most effective route to growth. Tata Steel
has not limited its operations and businesses within India but has built an
imposing presence around the globe as well. With the acquisition of Corus in
Company today, is among the top ten steel producers in the world with an
per annum and employee strength of above 80,000 across five continents.
The Group recorded a turnover of Rs.147, 329 Crores (US$ 28,962 million) in
2009 - 2010. The Company has always had significant impact on the
growth, every person contributes to the blueprint of the future and is truly
committed to the stated objectives. And one of the key requisites for
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Steel ltd.
➢ 1907
➢ 1917
During the year 1, 50,000 equity shares were issued at par and 26,250
➢ 1973
With the effect from 1st April, the wholly owned subsidiary, West
➢ 1983
During the year Indian tube company Ltd. was amalgamated with the
company.
➢ 1985
With the effect from 1st October, Indian Tube co ltd. was amalgamated
with TISCO.
➢ 1987
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On 2nd March, 300000 tonnes capacity bar and rod mill costing about
modernization.
➢ 1988
During the period the company, installed a new sinter plant with a
➢ 1992
During the year company privately placed with UTI, LIC, Army group
➢ 1995
30,018,246 no. of equity shares allotted to Tata sons ltd. and their
➢ 1997
➢ 2000
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Tata steel, the flagship of Tata group, has entered into understanding
venture located in Chennai for getting its cold rolled coil process.
Tata steel has launched its largest branded steel product. Tata Tiscon,
market.
➢ 2001
Tata SSL has become a subsidiary of Tata Iron and steel company,
➢ 2002
➢ 2008-09
Jamshedpur plant’s crude steel making capacity from 6.8 mtpa to 9.7
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The Tata Steel Group’s growth and globalization strategy is driven by its
Tata Steel Group over the years has focused on enhancing raw material
security and announced major joint ventures in various parts of the globe.
Tata Steel’s Indian operations are one of the most competitive assets in the
global steel industry and therefore, capacity expansion in India is one of the
key strategies for Tata Steel. The Indian operations draws its greatest
strength and its competitive position as one of the lowest cost producers of
steel in the world from the quality and yield of its raw material units. The
mines have successfully offered raw material security and have partially
insulated Tata Steel from the volatility of the global markets. The Company
facilities right from the 1950s, when it had launched its two million tonne
expansion programme.
In the financial year 2009-10, the Company commissioned its 1.8 million
strengthen its market share in the Flat Products segment and simultaneously
reduce the operating costs over a large volume of production. The long-term
Therefore the India growth strategy remains a fundamental part of the long-
1. Jharkhand
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Seraikela Plant
Greenfield Project
Project Highlights:
Project Update: Tata Steel is awaiting the R&R Policy from the State
Press Releases
• Tribal cultural centre, Tata Steel organized the award ceremony for
centre in Seraikela.
Jamshedpur Plant
Brownfield Project
Project Highlights
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10 mtpa.
• The project includes the development of iron ore mines and other raw
materials sources including coal and logistic linkages for this plant.
Project Update: The first phase which entails reaching a crude steel
capacity of 6.8 mtpa has essentially been completed. The capacity of the
Chhattis garh
Project Highlights
2005.
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licenses.
Orissa
grant for the mining lease of iron ore has been sought.
The Dhamra Port Company Ltd. is a 50:50 joint venture between Tata
Steel Ltd. and Larsen and Toubro for the development of a deep water
3. West Bengal
Haldia Plant
Project Highlights: Hoogly Met Coke and Power Company Ltd. (incorporated
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produce low ash metallurgical coke primarily to meet Tata Steel’s requirement
at its Jamshedpur plant and also to supply hot gases to Tata Power for
2009.
Tamil Nadu
1. Tuticorin Mines
Project Highlights
• MoUs with the Government of Tamil Nadu signed on June 27, 2002.
viability.
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MEC Consultancy.
Press Releases
Tirunelveli.
• Tata Steel signs MoUs with Tamil Nadu Government for its Titanium
Oxide project.
Tata Relief Committee initiative for Tsunami affected victims of Tamil Nadu.
The Tata Steel Group’s growth and globalization strategy is driven by its
Tata Steel Group over the years has focused on enhancing raw material
security and announced major joint ventures in various parts of the globe.
1. Australia
Project Highlights
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• Tata Steel has a joint venture with Vale in Australia for a Coking Coal
Mine.
Australia.
• Tata Steel and Vale, along with other joint venture partners (Nippon
Queensland in Australia.
period.
• Tata Steel also signed an off take agreement for a proportion of the
• The first raw coal production started in August 2006 and the mine is
Project Updates
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2009.
PCI coal.
Press Releases
1. Canada
Project highlights:
• Tata Steel will have 100% off take rights to the produce of the mine at
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• The iron ore from this project will serve Tata Steel’s European facilities.
tonnes. The LabMag deposit consists of 3.5 billion tonnes of proven and
potential mineral reserves. These reserves are contained in the 4.6 billion
tonnes of measured and indicated resources and 1.2 billion tonnes of inferred
resources.
Project Update: Tata Steel, along with NML is trying to work out an
economically viable solution to advance the project. The feasibility study for
2011.
1. Ivory Cost
Project Highlights:
• Tata Steel Limited and SODEMI (State Owned Company for Mineral
Steel Cote d’ivoire, wherein Tata Steel will have a major shareholding
(75%).
• The Mt. Nimba deposit spread over 3 countries – Liberia, Guinea and
Ivory Coast is one of the biggest iron ore deposits in West Africa.
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facilities.
• The iron ore from this project will be supplied to Tata Steel Group
Netherlands.
Capacity: To be assessed.
Project Update: The project is in its initial phase that involves exploration
beneficiation facilities.
Press Releases: Tata Steel’s joint venture in Ivory Coast for Mount Nimba
Iron Ore.
Mozambique
Location: Key coal exploration tenements (the Benga and Tete licensees)
Project Highlights
• Tata Steel and Riversdale Mining Ltd. Australia signed a joint venture
• Under the terms of agreement, Tata Steel will pay AUD100 million
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• The JV comprises two licenses (the Benga and Tete licenses) and
• The coking coal derived from this project will be supplied to the Tata
commence.
Press Releases
Project
The Netherlands
IJmuiden. Among them is a €20m pilot plant that is being jointly funded with
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viability of a new iron making process called Hisarna. If successful, the project
than existing technology and use cheaper and more abundant raw materials.
1. Oman
1. Limestone Project
Project Highlights
• Tata Steel Limited and the members of the Al Bahja Group, a leading
January 16, 2008 – Tata Steel has a 70% stake in the joint venture.
(limestone is the key raw material for producing good quality steel),
which lies in the Salalah province of Oman and has large deposits of
limestone.
• Capacity: To be assessed.
Press Releases: Tata Steel’s joint venture in the Sultanate of Oman for
Uyun limestone.
1. Singapore
Tata NYK Shipping Pte Limited is a Singapore based 50:50 joint ventures
between Tata Steel and Nippon Yusen Kabushiki Kaisha (NYK line),
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Project Highlights
• The JV was set up to cater to ship bulk cargo such as coal, iron ore
and steel.
• The shipping firm would handle the Tata Steel Group’s requirements
future.
• Tata NYK has entered into a long term charter for 8 Supramax /
Panamax vessels.
• Orders have been placed for building two new Supramax vessels.
Project Update:
As part of its long-term strategy, the Company plans to enter into a long term
NatSteel Holdings
and rolling operations of capacity 7, 50,000 tonnes per annum and have a
a cut and bend facility and products like mesh, cages and couplers which
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lesser space requirement and just in time steel in desired sizes. The
of cut and bends bars, mesh, pre-cages, bore pile cages etc., and is the
Of the two units operating in China, one is a rolling mill at Xiamen producing
about 5,00,000 tonnes of bars and rods and the other is a wire drawing plant
at Wuxi, with a capacity of 1,00,000 tonnes per year. In the Xiamen city, the
1. South Africa
Project Highlights
• The proposed plant in South Africa will manufacture High Carbon Ferro
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steel will be exported to Tata Steel’s customers in Asia, Europe, the USA and
1. United Kingdom
Corus
London in the United Kingdom. Corus’ crude steel capacity in the UK is in the
region of 13mtpa.
Operations: Corus produces carbon steel by the basic oxygen steel making
and Teesside (currently mothballed), and special and alloy steels through the
20% lower than that of 2007-08. Turnover for the period was Rs.1,09,570
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Among them is the £60m BOS gas recovery plant at Port Talbot, which is
materially reduce carbon dioxide emissions at the site through the utilization
2. Vietnam
Ha Tinh Project
Project Highlights
completion of the study and financial closure, Tata Steel will have a
stake of minimum 65% and VSC will have a stake of 35% in the Steel
complex.
• Tata Steel will also have a stake of 30% in Thach Khe Iron Ore Joint
Stock Company, which would undertake mining in the Thach Khe iron
ore mine.
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VNSteel
manufacturing plants and a distribution system across the country. The total
capacity of VNSteel including that of its joint ventures is around 2.2 million
tonnes with a product mix ranging from crude steel, high quality construction
Project Updates: The Company has completed the feasibility study for the
VNSteel and VICEM has also completed the detailed project report for
Press Releases
Cement Industries.
Cooperation.
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Here is the story of some heroes/ tycoons who thought to build India. They
believe building India means not only earning money but also to increase the
and achievement.
The founder of TATA Steel began with a textile mill in central India in 1870’s.
At the age of 43, Jamsetji read a report by a German Geologist Ritter Von
J. N. Tata had exhorted to his sons to pursue and develop his life’s work his
elder son, through his endeavors in setting up TATA steel and TATA power.
Sir Dorabji Tata was instrumental in transforming his father’s grand vision into
The late chairman of the TATA group pioneered civil aviation on the
Under his control, the number of TATA venture grew from 13 to 80,
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RATAN TATA
BOARD OF DIRECTORS
AS ON 25 JUNE 2009
• Mr. S. M. Palia
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SENIOR MANAGEMENT
• H.M Nerurkar
• Kaushik Chatterjee
• Jean-Sebastien Jacques
• Arun Baijal
• Manzer Hussain
• Avneesh Gupta
• R. P. Singh
• Marjan Oudeman
• Anand Sen
• Scott MacDonald
• Varun Jha
• Phil Dryden
• Abanindra M. Misra
• Frank Royle
• Om Narayan
• Tor Farquhar
• Radhakrishnan Nair
• Partha Sengupta
• Hridayeshwar Jha
• N. K. Misra
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• Santi Charnkolrawee
• T. V. Narendran
• V. S. N. Murty
• Helen Matheson
• Sandip Biswas
• Bimlendra Jha
• Jindal Steel
• SAIL
• Essar steel
• Saw pipes
• Mukand ltd
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• NMDC
Vision
ethical standards.
Mission
Consistent with the vision and values of the founder Jamsetji Tata, Tata
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utilization of staff and materials. The means envisaged to achieve this are
practices.
Brands
The Tata Steel Group’s Brand building endeavors have always been directed
surpassed their own brand standards and created higher quality parameters
sheet and coil forms for all customer segments like white
and specific needs of the general engineering segment. Unlike the ordinary
properties.
been the leading brand in shovels, powrahs, crowbars, kudalies, pickaxe and
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and abroad. The Agrico products are the first in India to be manufactured with
ISO: 9002 Certification. All Tata Agrico implements are guaranteed against
manufacturing defects and are distributed all over the country through a
expanded its product offerings by launching three new products and many
Bearings. It is the only Bearings Manufacturer in India to win TPM Award from
Pipes are manufactured with the HFIW process in the Long Products
delivering on its promises of longevity and strength. Tata Shaktee is the only
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Sheets".
sustainable competitive edge in the marketplace. The brand has acquired new
customers in retail untapped areas and made an aggressive entry into the
market share.
Tempcore, Belgium. Tata Tiscon is available for both residential and project
with cement (atoot jod), and together they lend a strong foundation for
building construction.
Tata Tiscon became the first rebar in India to be awarded the ‘Superbrand'
status in the construction rebar category. Retail sales have received a boost
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under the brand name Tata Wiron, with a 30% market share
range of wires catering to the needs of the various industry segments such as
well established across the markets of Europe, USA, Middle East Asia,
Australasia, South Asia and Far East Asia. Tata Wiron GI wires have a
distinct brand identity of being a valued business partner for its consumers.
RESEARCH DESIGN
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CHAPTER-3
I. Primary source
• Personal interview
• Purchase department
• Plant visit
I. Secondary source
• Concern data
• Website
• Annual report
• Company records
• Intranet of company
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Presentation of data
• The data analysis has been done using various inventory ratios.
comparison.
• Ratio does not take into account the impact of certain non-financial
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ANALYSIS &
INTERPRETATION
OF DATA
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CHAPTER: 4
TATA steel has its own mines and querries in India and also in some other
countries. The raw material inventory includes materials from its own source
as well as purchased from others. Raw material inventory, therefore lies both
at works and its place of extraction. These are transported to works both by
To maintain the minimum required inventory is not an easy task. There are
many reasons for each different organization as to what the quantity should
and iron ore, but there are many other things included in it in small quantities.
TATA STEEL has its transportation system which helps in carrying the
steel maintains different types of inventory i.e. raw material, WIP, finished
cycle inventory.
For valuation of inventory TATA Steel generally uses FIFO method and for
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First in first out (FIFO): A method of valuation of inventory, by which the cost
are allocated on the assumption that goods are consumed or sold in the order
which if orders are placed, the aggregate order placing cost and the
aggregate inventory carrying cost will be equal and economical. There will not
be any loss by either way. For any item of goods, annual requirement in units,
cost of placing one order, cost of carrying one unit in inventory for one year
are the influencing factors. Any change in one or more of them will change the
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• Coal, iron ore and other raw materials produced and purchased by the
Stores and spare parts are carried at cost. Necessary provision is made and
basis.
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Ratio analysis is the major and efficient tool for management to analyze the
data. So here some ratios are given which are related to inventories and with
analysis.
This ratio shows in how many day raw materials is used to manufacturing.
Where average stock of raw material = (Op. stock of raw mat.+ Cl. Stock of
raw mat.)/2
10 09 08 07 06
Opening stock of raw 901.56 720.52 707.54 603.7 287.02
material
Closing stock of raw material 1433.2 901.56 720.52 707.54 603.7
6
Average stock of raw 1167.4 811.04 714.03 655.62 445.36
material 1
Total raw material consumed 5709.9 3429.5 3121.4 2368.3 1715.1
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1 2 6 4
If we look towards for the year 2005-06, then we can easily observe that, the
raw material conversion period is too high than the year 2009-10. This trend is
showing that the period for conversion of raw material is decreasing year by
year. It very good sign for the company. Because as soon as raw material is
used for production the storing cost will be less. So this chart is showing how
efficiently TATA steel is reducing it’s storing cost and how fast raw material is
This ratio shows, in how many days the WIP converted into finished products.
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06
Opening stock of WIP 71.48 28.94 23.93 32.42 13.76
Closing stock of WIP 73.17 71.48 28.94 23.93 32.42
Average stock of WIP 72.325 50.21 26.44 28.18 23.09
Cost of production 18917.7 14423.4 13300.1 11469.7 9516.9
1 7 7 1 7
As we can see in the chart that WIP converted into finished product within a
day in the year 2005-06 to 2007-08. But in recent year it is taking more than
one day. If we measure this chart, we can say that the efficiency level of
It refers to the time in which the finished goods are converted into sales or in
other way we can say that the time period between production and sales
when the finished goods kept in the ware house before the actual sale is
made.
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From the table and the chart we can easily observed that, though in the year
2006-07 the conversion period increased than the year 2005-06. But
fortunately the recession period couldn’t hit the sales for the year 2007-08 to
2009-10. The finished goods were converted into sales even less than only 25
days in the year 2009-10. It shows the efficiency of not only quality of the steel
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company.
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This chart and table can show the one unexpected downfall in the year 2007-
08, which is less than 6%. If we observe carefully then we can see that, in the
year 2007-08, the raw material trend is nearly same to other years, but due to
huge cash in hand increase the current asset. Which reduce the percentage
company. Finished goods are such a component of the current assets which
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goods to current assets. Due to huge amount of cash held in the year 2007-
08, the percentage of finished goods is lesser than the other years. But in the
year 2006-07 it is near to 25%. But the percentage is going downwards in the
10 09
Opening inventory 2047.31 1827.54 1732.09 1532.34 922.91
Closing inventory 2868.28 2047.31 1827.54 1732.09 1532.34
Average inventory 2457.80 1937.43 1779.82 1632.22 1227.63
Gross sales 26843 22191.8 19762.5 17144.2 15876.8
7 2 7
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As we can observed that, the trend is showing nearly constant, except the
year 2005-06. The inventory level is increasing as well as the gross sales. It
to be able to meet the requirements of the business. But the level of inventory
The stock turnover ratio measures the number of times a company sells its
Cost ofCost
goodsofsold
goods sold 18989 14874.23 13673.31 12012.39 10555.24
Average
Average stock stock 2457.8 1937.43 1779.82 1632.22 1227.63
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As we can find out that in the year 2005-06 the ratio was very high as
compare to other years. In the year 2006-07 it is even less than 7.5, but after
It shows the index of spare parts, which are used to fixed asset.
parts(closing)
Net block of fixed assets 11040.56 9865.05 11040.56 9865.05 9112.24
This index is showing downwards in recent years. But in the year 2005-06 it is
less than 4. And in the year 2007-08 it is more than 4.5. So TATA steel should
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try to reduce this index. But the chart is showing very impressive that index is
This ratio shows in how many days inventories are converted into sales. It is
major ratio analysis for cash conversion period. Because it is the first
Inventories(closing)
Particulars
Sales/365 2009-10 2008-09 2007-08 2006-07 2005-06
Inventories(Closing) 2868.28 2047.31 1827.54 1732.09 1523.34
Sales 24315.7 19693.2 17551.0 15139.3 14498.9
7 8 9 9 5
From this chart we can observed that in the year 2008-09 and 2007-08, the
inventory was most efficiently converted into sales. But unfortunately it is very
high in the year 2009-10. So it shows the inefficiency for the company
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d) >Current ratio
This ratio is used to judge the short term solvency of a company and is
worked out by dividing the aggregate Current Assets by its aggregate Current
Liabilities.
Current asset
Current liabilities
Particulars 2009-10 2008-09 2007-08 2006-07 2005-06
Current asset 10047.48 6636.28 13701.89 4237.6 4083.58
Current liability 8974.05 6768.78 5453.66 3808.72 3699.99
In the year 2007-08 this ratio is too high due to huge amount cash held in the
company. From here we can say that company has huge liquidity but in other
sense we can say that company blocked this huge amount of cash without
investing. Again it is very good sign for the company, because the recession
hit the world in the year 2008-09 and company has huge amount of liquidity to
face the crisis moment. Again we can see that the in the year 2008-09 the
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ratio is even less than 1. So 2007-08 heavy cash amount saved in the year
2008-09. Rest of the year maintained the consistency, which is just above 1.
It measures the company’s most liquidity against the current liability. Here we
exclude the inventory from the current asset. Because inventory is less
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As we have seen in the current ratio, in the year 2007-08 is highest than the
others. Here also this ratio is highest than the other due to heavy amount of
cash, which shows the most liquidity. Here we can see that the current ratio of
the year 2006-07 and 2009-10 was same. But due to less inventory
percentage in current assets the acid test ratio is higher than the year 2006-
07. 2006-07 ratio is even less than the year 2008-09. So for the year 2008-09
liquidity is little bit better than 2006-07, after facing the crisis period. And it is
This ratio shows the percentage level of inventories in compare to total asset.
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The percentage level is decreasing year by year to increase the liquidity level.
But in the year 2008-09, it is very low because of recession period to increase
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Rs in Crores
Particulars 2008-09 2007-08 2006-07 2005-06 2004-05
Particulars
Sales and other operating expenses 31st MAR 09
24315.77 31st 19691.03
MAR 08 31st17551.09
MAR 07 31st MAR 06
15139.39 31st MAR 05
14498.95
Net financial
Application charges
of funds 1152.69 786.5 173.9 118.44 186.8
Fixedexpenditure
Total asset 14482.22
17308.43 12623.56
13298.36 11040.56
11571.01 9865.05
10101.42 9112.24
9259.17
Profit
Currentbefore
assetstaxes 7315.61
5707.05 7066.36
3613.7 6261.65
10646.16 5239.96
3002.74 5297.28
2701.14
(-) advances
Loans and Taxes -2113.87
4578.04 -2379.33
33348.74 -2039.5
3055.73 -1733.58
1234.86 -1823.12
1382.44
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crore
employee
Adjustment of WIP
goods
goods
goods
Raw material is important for any kind of manufacturing industry. That may be
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industry. Same way, TATA steel is also consuming raw material from various
sources. Major part of raw material is taken from its own mines and some
from various country i.e. Australia. Australia is major supplier of coal. Below
all the details of raw material is given.Here all the details of amount of raw
material consumption, value of raw material and price per tonne of raw
Others
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To produce steel iron ore, coal,coke, ferro manganese, zinc alloys and
spelters, sulpphur are required mostly. All these raw material are required
In year 2008-09 iron ore and spelters, sulphurs, coke and ferro manganese
are purchased more than the others. Whereas, zinc and alloys are purchased
more in the year 2007-08. In the last year due to heavy production, raw
Totalcostofrawmaterial
Rs in Crore
material 08
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2
Limestone and 391.89 318.45 316.76 300.48 217.87
Dolomite
Ferro Manganese 62.99 48.52 50.94 71.84 102.47
Others
From the above chart we can see that the expenses percentage on coke is
percentage is increasing.
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Dolomite
Ferro Manganese 33336.86 30015.5 32191.61 43497.21 60834.71
Zinc and Zinc Alloys 94877.35 154669.65 169438.83 75966.94 63126.55
Spelter, Sulphur and 7310.2 4575.94 7108.03 6437.33 7423.18
Others
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In the year 2006-07 the entire material rate is hiked. But the ferro manganese
Iron ore is cheapest raw material for TATA STEEL. From coal, coke is
prepared. But coal is near to half price than coke. The entire raw material
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Here we can observe that, importing raw material is increasing year by year.
Even in the year 2008-09 more than two times than the last year.
Total raw material consumed 5709.91 3429.52 3121.46 2368.3 1715.14 35.077%
Here we have calculated the CGPA (compounded growth per annum). For
this calculation we have taken the last 5 year data of each segment. This
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more than 35%, but compare to sales and profit after tax is very high. Cost of
production and cost of goods sold is compare to same with each other.
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TATA STEEL is one of the biggest importers but this company is big seller in
international market. Here we can see in a regular basis the revenue in other
3000cr. It is a very good sign for TATA STEEL. Here we can see that revenue
in Indian market. It crossed more than Rs 20000cr. It shows not only the
improvement of TATA STEEL’s sales but also it is showing how Indian people
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CHAPTER-6
Here I am doing comparison with three other major players in this sector. As
• JINDAL STEEL
• ESSAR STEEL
• SAIL
JINDAL STEEL
amongst the top Indian Business Houses in terms of assets, the Group today
Jindal Organization, set up in 1970 by the steel visionary Mr. O.P. Jindal, has
directions, new objectives... but the Jindal motto remains the same- "We are
The group has been technology-driven and has a broad product portfolio. Yet,
the focus at Jindal has always been steel. From mining of iron-ore to the
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position in the flat steel segment in India and is on its way to be a major global
Balance sheet
Rs. In
crore
Particulars 31st 31st 31st 31st 31st
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Sources of funds
Owner's fund
Equity share capital 15.47 15.4 15.4 15.4 15.4
Preference share - - - - 1
capital
Reserves & surplus 5,399.85 3,740.98 2,481.33 1,829.31 1,302.98
Loan funds
Secured loans 2,105.49 1,783.39 2,115.61 1,780.77 1,159.51
Unsecured loans 2,857.16 2,079.96 1,392.11 964.6 336.35
Total 10,377.97 7,619.73 6,004.45 4,590.08 2,815.24
Uses of funds
Fixed assets
Gross block 7,362.90 5,918.94 4,929.03 3,243.05 2,530.28
Less : accumulated 1,617.00 1,183.11 781.75 542.33 361.76
depreciation
Net block 5,745.90 4,735.83 4,147.28 2,700.72 2,168.53
Capital work-in- 2,318.01 660.48 937.84 1,146.27 345.7
progress
Investments 1,233.40 1,036.19 709.82 430.3 33.38
Net current assets
Current assets, loans 5,189.28 3,299.57 1,801.66 1,490.50 1,036.30
& advances
Less : current liabilities 4,111.64 2,115.48 1,595.39 1,178.45 769.67
& provisions
Total net current 1,077.64 1,184.09 206.27 312.05 266.62
assets
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expenses
Personnel expenses 181.46 132.2 90.14 79.74 50.85
Selling expenses 327.76 264.73 276.47 222.18 171.87
Adminstrative 337.49 277.03 167.2 148.16 72.42
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expenses
Cost of sales 5,039.97 3,072.23 2,113.27 1,532.23 1,337.46
Operating profit 2,637.86 2,295.91 1,409.81 1,032.81 916.15
Other recurring income 199.46 57.31 36.08 26.02 19.34
Adjusted PBDIT 2,837.32 2,353.22 1,445.89 1,058.83 935.49
Financial expenses 267.89 243.02 173.19 108.02 92.51
Depreciation 433.03 451.51 336.47 219.17 152.48
Other write offs 0.2 0.27 0.27 0.27 0.31
Adjusted PBT 2,136.20 1,658.42 935.96 731.37 690.18
Tax charges 465.4 265.55 241.85 154.91 158.11
Adjusted PAT 1,670.80 1,392.87 694.11 576.46 532.08
Non recurring items -144.78 -144.57 7.78 -12 -12.48
Other non cash 10.46 -11.34 1.1 8.48 -3.9
adjustments
Reported net profit 1,536.48 1,236.96 702.99 572.94 515.7
Earnigs before 4,584.28 3,239.54 2,136.05 1,528.77 1,057.60
appropriation
Equity dividend 85.33 62.02 55.43 46.19 46.19
Dividend tax - 10.55 8.87 6.48 6.33
Profit carried to 4,498.95 3,166.97 2,071.75 1,476.10 1,005.08
balance sheet
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ESSAR STEEL
and to the growing markets of South East Asia and the Middle
East.
A number of major client companies have approved our steel for their use,
including Caterpillar, Hyundai, Swaraj Mazda, the Konkan Railway, and Maruti
Suzuki. Essar Steel has acquired extensive quality accreditations. Our lean
team gives us one of the highest productivities and lowest manpower costs
Seamless integration
At Bailadilla, where some of the world's richest and finest ore is available, we
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highest quality iron ore. The iron ore slurry is pumped through a 267 km
pipeline (the second longest in the world) to the pellet plant, yielding
capacity of 8 MTPA, providing vital raw material for the steel plant at Hazira.
Hazira facility
materials for our state-of-the-art 4.6 MTPA hot rolled coil (HRC) plant, the first
and largest of India's new generation steel mills. This plant is fed with inputs
from four electric arc furnaces and three casters. The complex's sophisticated
infrastructure includes independent water supply and power, oxygen and lime
cargo with modern handling equipment like barges and floating cranes.
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Financial data
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Particulars 31st MAR 31st MAR 31st MAR 31st MAR 31st MAR
10 08 07 06
09
Sources of funds
Owner's fund
Equity share capital 1,140.48 1,140.48 1,140.48 581.17 507.98
Preference share capital 43.6 43.6 246.52 2,204.12 530.27
Reserves & surplus 3,554.28 3,447.25 3,080.95 1,246.18 686.54
Loan funds
Fixed assets
Gross block 15,367.85 14,688.87 13,554.19 10,447.54 6,940.24
Less : revaluation reserve - - - - 0.07
Less : accumulated 6,239.03 5,414.98 4,664.60 4,049.09 3,691.34
depreciation
Net block 9,128.82 9,273.89 8,889.59 6,398.45 3,248.83
Capital work-in-progress 549.61 575.12 1,107.78 2,887.36 589.64
Investments 791.31 515.22 433.43 182.97 768.38
Net current assets
advances
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Balance sheet
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expenses
Personnel expenses 233.07 225.8 152.8 99.75 76.09
Selling expenses 291.73 215.12 337.13 234.9 244.64
Administrative 269.98 265.5 151.69 171.24 317.13
expenses
Cost of sales 9,204.75 8,402.55 6,085.29 4,673.63 4,149.25
Operating profit 2,512.65 2,360.80 2,002.19 1,495.03 1,949.14
Other recurring 124.48 41.15 59.83 38.56 1.36
income
Adjusted PBDIT 2,637.13 2,401.95 2,062.02 1,533.59 1,950.50
Financial expenses 861.63 890.01 772.04 440.01 570.48
Depreciation 828.11 766.52 631.04 482.1 394.29
Adjusted PBT 947.39 745.42 658.94 611.48 985.73
Tax charges 110.32 383.07 248.19 165.94 204.09
Adjusted PAT 837.07 362.35 410.75 445.54 781.64
Nonrecurring items -707.01 84.16 39.77 172.95 2.98
Other non cash 55.14 -16.02 -14.03 -88.31 -184.72
adjustments
Reported net profit 185.2 430.49 436.49 530.18 599.9
Earnings before 1,859.10 1,874.78 436.49 530.18 -874.78
appropriation
Preference dividend - 11.5 - - -
Dividend tax - 1.96 - - -
Profit carried to 1,859.10 1,861.32 436.49 530.18 -874.78
balance sheet
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in India. It is a fully integrated iron and steel maker, producing both basic
sheets, electrical sheets, structural, railway products, plates, bars and rods,
stainless steel and other alloy steels. SAIL produces iron and steel at five
integrated plants and three special steel plants, located principally in the
eastern and central regions of India and situated close to domestic sources
of raw materials, including the Company's iron ore, limestone and dolomite
mines. The company has the distinction of being India’s second largest
producer of iron ore and of having the country’s second largest mines
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of iron ore, limestone, and dolomite which are inputs for steel making.
SAIL's wide range of long and flat steel products are much in demand in the
is supplemented by its ever widening network of rural dealers who meet the
With the total number of dealers over 2000 , SAIL's wide marketing spread
ensures availability of quality steel in virtually all the districts of the country.
accredited unit of CMO, undertakes exports of Mild Steel products and Pig
SAIL has a well-equipped Research and Development Centre for Iron and
Steel (RDCIS) at Ranchi which helps to produce quality steel and develop
new technologies for the steel industry. Besides, SAIL has its own in-house
Institute (MTI) and Safety Organization at Ranchi. Our captive mines are
under the control of the Raw Materials Division in Kolkata. The Environment
headquarters in Kolkata. Almost all our plants and major units are ISO
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Certified.
Financial data
Balance sheet
Particulars 31st MAR 31st MAR 31st MAR 31st MAR 31 st MAR
10 09 08 07 06
Sources of funds
Owner's fund
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Fixed assets
Gross block 32,728.69 30,922.73 29,912.71 29,360.46 28,043.48
Less : accumulated 20,459.86 19,351.42 18,315.00 17,198.32 15,558.41
depreciation
Net block 12,268.83 11,571.31 11,597.71 12,162.14 12,485.07
Capital work-in- 6,544.24 2,389.55 1,236.04 757.94 366.48
progress
Investments 652.7 538.2 513.79 292 606.71
Net current assets
Current assets, loans & 35,666.84 27,309.01 21,673.75 18,788.80 15,521.37
advances
Less : current liabilities 19,609.72 15,758.74 13,656.77 15,317.67 13,198.12
& provisions
Total net current assets 16,057.12 11,550.27 8,016.98 3,471.13 2,323.25
Miscellaneous - 59.48 129.15 215.82 294.93
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income 8 7 7 8 0
Expenses
Material 22,042.5 16,821.3 15,963.1 13,903.2 11,155.3
consumed 8 9 3 3 3
Manufacturing 3,762.77 3,317.74 2,925.43 2,793.45 2,427.11
expenses
Personnel 8,401.73 7,919.28 5,087.76 4,156.97 3,811.75
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expenses
Selling 935.68 1,143.90 1,066.73 1,108.12 971.78
expenses
Administrative 1,644.78 1,321.44 1,064.29 1,035.99 780.67
expenses
Expenses -1,930.40 -1,832.22 -1,423.08 -1,352.05 -921.71
capitalized
Cost of sales 34,857.1 28,691.5 24,684.2 21,645.7 18,224.9
4 3 6 1 3
Operating 8,941.44 11,267.1 9,644.51 6,554.77 10,489.3
profit 4 7
Other recurring 2,279.89 1,539.69 1,354.96 892.3 676.55
income
Adjusted 11,221.3 12,806.8 10,999.4 7,447.07 11,165.9
PBDIT 3 3 7 2
Financial 253.24 250.94 332.13 467.76 605.05
expenses
Depreciation 1,285.12 1,235.48 1,211.48 1,207.30 1,126.95
Other write offs 128.02 75.49 128.59 181.44 184.89
Adjusted PBT 9,554.95 11,244.9 9,327.27 5,590.57 9,249.03
2
Tax charges 3,284.28 3,934.65 3,253.80 1,694.36 2,592.37
Adjusted PAT 6,270.67 7,310.27 6,073.47 3,896.21 6,656.66
Nonrecurring -277.12 161.9 53.75 45.64 -14.35
items
Other non 181.26 64.61 60.57 71.12 174.66
cash
adjustments
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profit
Earnings 22,052.4 18,348.4 12,886.6 7,861.47 6,839.66
before 7 3 3
appropriation
Equity dividend 1,073.90 1,528.25 1,280.42 826.08 1,363.03
Dividend tax 181.26 258.91 197.98 115.86 185.24
Profit carried to 20,797.3 16,561.3 11,408.2 6,919.5 5,291.4
balance sheet
> Here for comparison the best method is the comparison is ratio analysis of
asset
Stock turnover ratio 7.72 7.77 5.48 5.08
Average age of stock 47.28 46.97 66.6 71.85
Inventory conversion period 39 53.49 67.38 85.61
Current ratio 1.12 0.61 1.68 2.01
Acid test ratio 0.79 0.34 0.89 1.42
Total inventories to total asset 5% 9.93% 17.44% 27.46%
Sales 24315.77 14001.25 11688.3 43150.08
Profit after tax 5201.74 4,498.95 1859.1 20,797.3
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It will easy to
If we compare for TATA STEEL with other companies, then we can see that
TATA STEEL’s raw material to current asset is neither too high nor too low. It
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Here we can see that SAIL is playing a defensive role in case of finished
goods. But still TATA steel has limited finished goods to sell. TATA STEEL
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Both TATA STEEL and JINDAL STEEL have the good stock turnover ratio. In
this case TATA STEEL is far ahead than ESSAR STEEL and SAIL.
As the stock turnover ratio is too high, so the average age of stock is less than
50 days. Where SAIL and ESSAR age of stock is too high. Even SAIL age of
Inventory conversion period is lowest than other company for TATA STEEL.
So from here we can conclude TATA STEEL is the fastest converter company
for Inventory.
current ratio is less than 1 and SAIL’s current ratio is more than 2. Where
SAIL is blocking its working capital there TATA STEEL is keeping appropriate
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TATA STEEL maintained exact amount of highly liquid money in hand, where
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TATA STEEL has less inventories percentage to total asset than other
companies. It is a good sign for TATA STEEL. This company never tried to
block its current money. From this chart it is clearly shown that SAIL is always
Here it is clear that SAIL’s sale and profit is higher than other companies. But
if we see TATA STEEL and JINDAL steel, the percentage of profit against
sale is high for JINDAL Steel than TATA STEEL. But the sale price of TATA
STEEL is less than JINDAL Steel. So, that the sale is higher than JINDAL
getting lot of subsidiaries and also other facilities from Government. But still
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SUGGESTIONS AND
CONCLUSION
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CHAPTER: 7
Conclusion
During my project, I personally learned a lot of things i.e. how TATA STEEL is
carrier. During this period I found some good points and some which I think
will help in improving the performance of the company. These are as follows:
My observations:
amount of liquidity to cover its current liability while we see its current
ratio and acid test ratio. It shows its aggressiveness. It never tried to
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material consumed is more than 35% but sales value is not increasing
• All the raw material price is increasing except ferro manganese and
zinc alloys.
rest of the year TATA STEEL was using own mines for raw material.
increasing.
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SUGGESTION
• For better inventory control TATA STEEL must apply VED analysis or
ABC analysis.
and also try to minimize the average age of stock to reduce the cost of
inventories.
• As sale price per unit is lesser than the competitors it must keep trend
inventory.
• Try to make same CGPA of closing stock of inventory and profit after
• Cost of production and Cost of goods sold CGPA should tally. Because
cost of goods sold CGPA is still less than 3% than Cost of production
CGPA.
• Inside the plant one quotation is there ‘work must but safety first’. It
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higher value occupying lesser space, lower value occupying more space and
others.
importance.
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Bibliography
Books
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Websites
• www.tisco.com
• www.sail.co.in
• www.jindalsteel.com
• www.essarsteel.com
• www.wikipedia.com
• www.steel.nic.in
• www.economywatch.com
Other references
2009-10.
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