1

PROJECT REPORT

ON

INVENTORY AND STORE MANAGEMENT OF

HERITAGE FOODS INDIA LIMITED INDUSTRIES LIMITED

HYDERABAD

Project Report Submitted in

Partial fulfillment for the award of

MASTER OF BUSINESS ADMINISTRATION

SUBMITTED BY

T.RAVI

Bearing Roll No.213409672038

LOKAMANYA TILAK COLLEGE OF INFORMATION

TECHNOLOGIES

(Affiliated to O.U)

Hyderabad

(2009 – 11)
2

ACKNOWLEDGEMENT

Behind every successful achievement lies great contribution by those without whom
that could have been achieved to them, although more words of gratitude is
insufficient for their unlimited contribution, I take this opportunity to revel my heart
felt gratitude imprinted deep within me. I am very much thankful to the finance
manager Mr. RAGHU and the staff of HERITAGE FOODS INDIA LIMITED
Industries for giving encouragement and their kind cooperation. I am extremely
grateful to Mr. KALESHWAR RAO assistant general manager (IR & HRD) of
HERITAGE FOODS INDIA LIMITED; kindly guiding me without whose kind help
it would not have been possible for me to complete this project work. I wish to
express my sincere thanks to (H.O.D) & Guide and also the management and staff of
my college for providing the guidance and support.

T.RAVI
3

DECLARATIONS

I here by declare that the enclosed project entitled “INVENTORY

AND STORE MANAGEMENT” done at HYDERABAD in HERITAGE FOODS

INDIA LIMITED is submitted to “OSMANIA UNIVERSITY , HYDERABAD” in

partial fulfillment of “MASTER OF BUSINESS ADMINISTRATION”, the project is

an original work done by me and to the best of my knowledge this work is not

submitted to any other university or college for award of any other degree, diploma or

fellowship.

T.RAVI
4

LIST OF TABLES
 5

S.no RESPONDENTS OPINIONS TABLES Page.

No
1 Table showing the responses, of Sex. 31
2 Table showing the responses, of Age. 32
3 Table showing the responses, of Designation. 33
4 Table showing the responses, of Experience. 34
5 Table showing the responses, of “How do you work” 35
6 Table showing the responses, of “mutual funds introduction” 36

7 Table showing the responses, of “INVENTORY AND STORE 37

MANAGEMENT”

8 Table showing the responses, of “INVENTORY SYSTEMS ” 38

9 Table showing the responses, of “Information related to work is 39

conveyed within the organization through”

10 Table showing the responses, of “Theoretical base to the study” 40

11 Table showing the responses, of “ store management study analysis 41

review ”

12 Table showing the responses, of “Flexibility in altering the asset 42

allocation”

13 Table showing the responses, of “DATA ANALYSIS” 43

14 Table showing the responses, of “ Characteristic feature of bad climate” 44

15 Table showing the responses, of “According Open-ended schemes to 45
you what is the overall business performance is linked to”

LIST OF FIGURES
6

S.no RESPONDENTS OPINIONS FIGURES Page.No

Investment on Raw Materials

Investment on Raw Materials:
Inventory Turnover Ratio:
Inventory conversion period:
Percentage of Inventory over current assets:
Percent of Inventory Over total current assets & fixed assets:

Percentage of Inventory over current liabilities:

Current Ratio

Quick Ratio:

ABSTRACT
7

One can readily visualize the determination of inventory quantities by physical

count or by use of perpetual inventory records. When this quantity is determined it
must be multiplied by a unity cost in order to determine the in inventory value that is
used on financial statement.

Trade and quantity are to be excluded from unit cost since these discount exist
for the purpose of defining the true invoice cost of merchandise. Cash discounts, on
the other hand, have been considered as a reward for early payment and a penalty for
late payment. The “reward” has often been interpreted as a loss rather than a part of
unit cost.

In financial parlance, inventory is defined as the sum of the value of the raw
materials, fules and lubricants to maintenance consumable semi processed materials
and finished goods stock at any giving point of time. The operational definition of
inventory world be amount of raw materials, fuel and lubricants and semi – processed
materials to be stock for the smooth running of the plant / industry.

CONTENTS
 8

TOPICS PAGE
NO.

CHAPTER- I 1-4

INTRODUCTION

NEED OF THE STUDY

OBJECTIVE OF THE STUDY

METHODOLOGY OF THE STUDY

LIMITATION OF THE STUDY

CHAPTER- 2 5-16

COMPANY PROFILE

CHAPTER- 3 17-54

CONCEPTUAL BACKGROUND

CHAPTER- 4 55-73

ANALYSIS AND ITERPRETATION

CHAPTER- 5 74-77

CONCULSIONS & SUGGESTIONS

BIBLIOGRAPHY
9

CHAPTER – I
10

INVENTORY MANAGEMENT

INTRODUCTION:

Every enterprise needs inventory for smooth running of it’s activities. It serves
as a link between production and distribution process. There is, generally, a time lag
between the recognition of a need and its fulfillment. The greater the time lag, the
higher requirements for inventory. It also provides a cushion for future price
fluctuations.

In a complex industry like HERITAGE FOODS INDIA LIMITED it studied

clearly of how the thing are being performed and what is the real impact of these on
industry and how effectively the inventory is utilized is interested to be known by
researcher because of its great significance in the research.

NEED OF THE STUDY:

Every industry on average spends 70% on raw materials (inventory).

Therefore there is a need to know the raw material cost and also there is great
importance to understand the inventory management system of this industry.

The study helps a log to various departments to take steps to control the
inventory process.
11

OBJECTIVES OF THE STUDY:

1. To examine the organization structure of inventory management in the

stores of HERITAGE FOODS INDIA LIMITEDs.

2. To discuss pattern, levels and trends of inventories in HERITAGE

FOODS INDIA LIMITEDs.

3. To understand the various inventory control techniques followed by

studies in HERITAGE FOODS INDIA LIMITEDs.

4. To access the performance of inventory management of the HERITAGE

FOODS INDIA LIMITEDs by selected accounting ratios.

5. To know the inventory control techniques of HERITAGE FOODS INDIA

LIMITEDs.
12

METHODOLOGY OF THE STUDY:

The study is based on both primary and secondary data.

The primary data has been collected through structured questionnaire

reflecting inventory management practices of HERITAGE FOODS INDIA
LIMITEDs. The collected data is tabulated and suitable interpretation had been made
by considering the data collection through secondary data like annual reports purchase
registers, storage records of the organization.

LIMITATIONS OF THE STUDY:

The study has the following limitations:

1. The study is limited only for a period of 5 years i.e., from 2005 -06to
2009 -10.

2. The limitations of ratio analysis can be applicable of the study.

3. There may be approximation in calculating ratios and taking the figures

from the annual reports.
13

CHAPTER – II
COMPANY PROFILE
14

COMPANY PROFILE
Heritage at a Glance:

The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu,
is one of the fastest growing Private Sector Enterprises in India, with three-business
divisions viz., Dairy, Retail and Agri under its flagship Company Heritage Foods
(India) Limited (HFIL), one infrastructure subsidiary - Heritage Infra Developers
Limited and other associate Companies viz., Heritage Finlease Limited, Heritage
International Limited and Heritage Agro Merine Private Limited. The annual turnover
of Heritage Foods crossed Rs.347 crores in 2008-09 and is aiming for Rs.700 crores
during 2009-10.

Presently Heritage’s milk products have market presence in Andhra

Pradesh, Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across
Bangalore, Chennai and Hyderabad. Integrated agri operations are in Chittoor and
Medak Districts and these are backbone to retail operations.

In the year 1994, HFIL went to Public Issue to raise resources, which
was oversubscribed 54 times and its shares are listed under B1 Category on BSE
(Stock Code: 519552) and NSE (Stock Code: HERITGFOOD)

About the founder:

15

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic,

Progressive and Visionary Leaders of the 21st Century. With an objective of bringing
prosperity in to the rural families through co-operative efforts, he along with his
relatives, friends and associates promoted Heritage Foods in the year 1992 taking
opportunity from the Industrial Policy, 1991 of the Government of India and he has
been successful in his endeavour.

At present, Heritage has market presence in all the states of South

India. More than three thousand villages and five lakh farmers are being benefited in
these states. On the other side, Heritage is serving more than 6 lakh customers needs,
employing more than 700 employees and generating indirectly employment
opportunity to more than 5000 people. Beginning with a humble annual turnover of
just Rs.4.38 crores in 1993-94, the sales turnover has reached close to Rs.300 crores
during the financial year 2007-2008.

Sri Naidu held various coveted and honorable positions including Chief Minister of
Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives &
Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small
Industries Development Corporation, and Chairman of Karshaka Parishad.

Sri Naidu has won numerous awards including " Member of the World
Economic Forum's Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time
Asia ), " Business Person of the Year " (Economic Times), and " IT Indian of the
Millennium " ( India Today).

Sri Naidu was chosen as one of 50 leaders at the forefront of change in

the year 2000 by the Business Week magazine for being an unflinching proponent of
technology and for his drive to transform the State of Andhra Pradesh .

Forward looking statements:

“We have grown, and intended to grow, focusing on harnessing our

willingness to experiment and innovate our ability to transform our drive towards
excellence in quality, our people first attitude and our strategic direction.

Mission:
16

Bringing prosperity into rural families of India through co-operative

efforts and providing customers with hygienic, affordable and convenient supply of "
Fresh and Healthy " food products.

Vision:

To be a progressive billion dollar organization with a pan India foot

print by 2012.To achieve this by delighting customers with "Fresh and Healthy" food
products, those are a benchmark for quality in the industry.

We are committed to enhanced prosperity and the empowerment of the

farming community through our unique "Relationship Farming" Model.

To be a preferred employer by nurturing entrepreneurship, managing

career aspirations and providing innovative avenues for enhanced employee
prosperity.

Heritage Slogan:

When you are healthy, we are healthy

When you are happy, we are happy

We live for your "HEALTH & HAPPINESS"

Quality policy of HFIL:

We are committed to achieve customer satisfaction through hygienically

processed and packed Milk and Milk Products. We strive to continually improve the
quality of our products and services through upgradation of technologies and systems.

Heritage's soul has always been imbibed with an unwritten perpetual

commitment to itself, to always produce and provide quality products with continuous
efforts to improve the process and environment.

Adhering to its moral commitment and its continuous drive to achieve

excellence in quality of Milk, Milk products & Systems, Heritage has always been
laying emphasis on not only reviewing & re-defining quality standards, but also in
implementing them successfully. All activities of Processing, Quality control,
17

Purchase, Stores, Marketing and Training have been documented with detailed quality
plans in each of the departments.

Today Heritage feels that the ISO certificate is not only an epitome of
achieved targets, but also a scale to identify & reckon, what is yet to be achieved on a
continuous basis. Though, it is a beginning, Heritage has initiated the process of
standardizing and adopting similar quality systems at most of its other plants.

Commitments:

Milk Producers:

Change in life styles of rural families in terms of:

 Regular high income through co-operative efforts.

 Women participation in income generation .

 Saved from price exploitation by un-organized sector .

 Remunerative prices for milk .

 Increase of milk productivity through input and extension activities

 Shift from risky agriculture to dairy farming

 Heritage

 Financial support for purchase of cattle; insuring cattle

18

 Establishment of Cattle Health Care Centers

 Supplying high quality Cattle feed

 Organizing "Rythu Sadasu" and Video programmes for educating the

farmers in dairy farming

Customers:

 Timely Supply of Quality & Healthy Products

 Supply high quality milk and milk products at affordable prices

 Focused on Nutritional Foods

 More than 4 lakh happy customers

 High customer satisfaction

 24 hours help lines ( <10 complaints a day)

Employees:

 Enhancing the Technical and Managerial skills of Employees through

continuous training and development

 Best appraisal systems to motivate employees

 Incentive, bonus and reward systems to encourage employees

 Heritage forges ahead with a motto "add value to everything you do"

Shareholders:

Returns:

Consistent Dividend Payment since Public Issue (January 1995)

Service:

 Highest impotence to investor service; no notice from any regulatory

authority since 2001 in respect of investor service
19

 Very transparent disclosures

Suppliers:

Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit

flavoured drinks Alfa-Laval: supplier of high-end machinery and technical support
Focusing on Tetra pack association for products package.

Society:

 Potential Employment Generation more than 3500 employees are working

with heritage more than 9500 procurement agents got self employment in rural
areas more than 5000 sales agents associated with the company

 Employment for the youth by providing financial and animal husbandry

support for establishing MINI DAIRIES

 Producing highly health conscious products for the society

Qualities of management principles:

1. Customer focus to understand and meet the changing needs and expectations
of customers.

2. People involvement to promote team work and tap the potential of people.

3. Leadership to set constancy of purpose and promote quality culture trough out
the organization.

4. Process approach to assess the efficiency and effectiveness of each process.

5. Systems approach to understand the sequence and interaction of process.

6. Factual approach to decision making to ensure its accuracy.

7. Continual improvement processes for improved business results.

8. Development of suppliers to get right product and services in right time at

right place.

Product/Market wise performance:

20

The total turnover is Rs 341 Crores during the financial year 2009-10
against the turnover of 292.02 Crores in 2008-09. Today Heritage distributes quality
milk & milk products in the states of A.P, Karnataka, Kerala & Tamil nadu.

During the year 2009-10 liquid milk sales was Rs.28329.79 lakhs
against Rs.24525.23 lakhs in the previous year. The sales of milk products including
bulk sales of cream, ghee and butter were recorded Rs 5781.59 lakhs against Rs
4677.21 lakhs.

Milk sales:

23% growth was recorded in AP 2.38 lakhs litres per day(LLPD) in 2009-10
against 1.93 LLPD in 2008-09. 13% growth was recorded in Tamilnadu-1.53 LLPD
in 2009-10 against 1.35 LLPD in 2008-09. Over all growth of 6% was recorded- 5.49
LLPD in 2009-10 against 5.16 LLPD. Flavoured milk sales recorded a growth rate of
77% over 2008-09. Butter milk sales have gone up by 45% over 2008-09.

Outlook:

Considering the growth potential in the liquid milk market, the

company has drawn plans to increase its market share in the existing markets and to
enter into new markets there by doubling revenues in dairy business in the next 3
years. To achieve this object, company is undertaking major expansion in dairy
business by inverting over Rs20 crores during 2009-10 and over Rs10 crores during
the current year to strengthen the milk procurement.

BRANCHES OF HFIL:

HFIL has 3 wings. They are

1. Dairy

2. Retail

3. Agribusiness
21

1. Dairy:

It is the major wing among all. The dairy products manufactured by HFIL are
Milk, curd, butter, ghee, flavoured milk, paneer, doodhpeda, ice cream.

2. Retail:

In the retail sector HFIL has outlets namely “Fresh@”. In those stores the
products sold are vegetables, milk& milk products, grocery, pulses, fruits etc.

In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4

respectively are there. Totally there are 26 retail shops are there.

Fresh@ is a unique chain of retail stores, designed to meet the needs of

the modern Indian consumer. The store rediscovers the taste of nature every day
making grocery shopping a never before experience.

The unique& distinctive feature of Fresh@ is that it offers the

widest range of fresh fruits and vegetables which are directly hand picked from the
farms. Freshness lies in their merchandise and the customers are always welcomed
with fresh fruits and vegetables no matter what what time they walk in.

3. Agri Business:

In this business HFIL employees will go to farmers and have a deal

with them. Those farmers will sell their goods like vegetables, pulses to HFIL only.
And HFIL will transport the goods to retail outlets.

The agricultural professors will examine which area is suitable to

import vegetables from and also examine the vegetables, pulses and fruits in the lab.
And finally they report to the Head-Agribusiness. Representatives as per the
instructions given by the agri professors will approach the farmers directly and make
a deal with them. It is the process of registering the farmers.
22
23

CHAPTER – III

CONCEPTUAL BACKGROUND

The investment in inventories constitutes the most significant part of current

assets / working capital in most of the undertakings. Thus, it is very essential to have
proper control and management of inventories.

The purpose of inventory management is to ensure availability of materials in

sufficient quantity as and when required and also to minimize investment in
inventories.

Meaning and Nature of Inventory:

24

In accounting language, inventory may mean the stock of finished goods only.
In a manufacturing concern, it may include raw materials, work- in – progress and
stores etc.,

Inventory includes the following things:

a) Raw Material: Raw material from a major input into the organization.
They are required to carry out production activities uninterruptedly. The
quantity of raw materials required will be determined by the rate of
consumption and the time required for replenishing the supplies. The
factors like the availability of raw materials and Government regulations
etc., too affect the stock of raw materials.

b) Work in progress: The work in progress is that stage of stocks which

are in between raw materials and finished goods. The quantum of work in
progress depends upon the time taken in the manufacturing process. The
quantum of work in progress depends upon the time taken in the
manufacturing process. The greater the time taken in manufacturing, the
more will be the amount of work in progress.

c) Consumables: These are the materials which are needed to smoother the
process of production but they act as catalysts.

Consumables may be classified according to their consumption add

critically. Generally, consumable stores doe not create any supply problem
and firm a small part of production cost. There can be instances where
these materials may account for much value than the raw materials. The
fuel oil may form a substantial part of cost.

d) Finished goods: These are the goods, which are ready for the
consumers. The stock of finished goods provides a buffer between
production and market, the purpose of maintaining inventory is to ensure
proper supply of goods to customers.

BENEFITS OF HOLDING INVENTORIES

Although holding inventories involves blocking of a firm’s and the costs of

storage and handling, every business enterprise has to be maintain certain level of
inventories of facilitate un – interrupted production and smooth running of business.
In the absence of inventories a firm will have to make purchases as soon as it receive
orders. It will mean loss of time and delays in execution of orders which sometimes
may cause loss of customers and business.
25

A firm also needs to maintain inventories to reduce ordering cost and avail
quantity discounts etc.

There are three main purpose of holding inventories.

1. The transaction motive: Which facilitates continuous production and timely

execution of sales order.

2. The precautionary motive: Which necessitates the holding of inventories

for meeting the unpredictable changes in demand and supplies of materials.

3. The speculative motive: Which induces to keep inventories for taking

advantage of price fluctuations, saving in re – ordering costs and quantity
discounts?

RISK AND COSTS OF HOLDING INVENTORIES

The holding of inventories involves blocking of a firms funds and incurrence

of capital and other costs.

The various costs and risks involved in holding inventories are:

Capital costs: Maintaining of inventories results in blocking of the firms

financial resources. The firm has therefore to arrange for additional funds to meet the
cost of inventories.

The funds may be arranged from own resources or from outsiders. But in both
the cased, the firm incurs a cost. In the former case, there is an opportunity cost of
investment while in the later case; the firm has to pay interest to t he outsiders.

1. Storage and Handling Costs: Holding of inventories also involves costs on

storage as well as handing of materials. The storage of costs include the rental
of the godown, insurance charges etc.

2. Risk of Price decline: There is always a risk of reduction in the prices of

inventories by the supplies, competition or general depression in the market.

3. Risk of Obsolescence: The inventories may become absolute due to

improved technology, changes in requirements, change in customer tastes etc.
26

4. Risk Determination in quality: The quality of materials may also deteriorate

while the inventories are kept.

Objects of Inventory Management

Definition of Inventory Management: Inventory Management is concerned

with the determination of optimum level of investment for each components of
inventory and the operation of an effective control and review of mechanism.

The main objectives of inventory management are operational and financial.

The operational objective mean that the materials and should be available in
sufficient quantity so that work is not disrupted for want of inventory.

The financial objective means that inventory should not remain idle and
minimum working capital should be locked in it.

The following are the objectives of inventory management:

1. To ensure continuous supply of materials, and finished goods so that

production should not suffer at any time and the customers demand should
also be met.

2. To avoid both over – stocking and under – stocking of inventory.

3. To maintain investment in inventories at the optimum level as required by the

operational and sales activities.

4. To keep material cost under control so that they contribute in reducing the
cost of production and overall costs.

5. To eliminate duplication in ordering or replenishing stocks. This is possible

with the help of centralizing purchases.

6. To minimize loses through deterioration, pilferages, wastages and damages.

7. To ensure perpetual inventory control so that materials shown in stock

ledgers should be actually lying in the stores.
27

8. To ensure right quality goods at reasonable prices. Suitable quality standards

will ensure proper quality of stocks. The price – analysis, the cost analysis and
value – analysis will ensure payment of proper prices.

9. To facilitate furnishing of data for short – term and long – term planning and
control of inventory.
28

FOODS AND TECHNIQUES OF INVENTORY

MANAGEMENT

A proper inventory control not only helps in solving the acute problem of
liquidity but also increases profit and causes substantial reduction in the working
capital of the concern. The following are the important FOODS and techniques
of inventory management and control.

1. Determination of stock levels:

2. Carrying of too much and too little of inventory is detrimental to the
firm. If the inventory level is too little, the firm will face frequent stock
outs involving heavy ordering cost and if the inventory level is too high
it will be unnecessary tie up of capital.

An efficient inventory management requires that a firm should maintain an

optimum level of inventory where inventory costs are the minimum and at the same
time there is no stock out which may result in loss or sale or shortage of production.

a) Minimum stock level:

It represents the quantity below its stock of any item should not be allowed to
fall.

Lead time: A purchasing firm requires sometime to process the order and time
is also required by the supplying firm to execute the order.

The time in processing the order and then executing it is know as lead time.

Rate of Consumption: It is the average consumption of materials in the

factory. The rate of consumption will be decided on the basis of past experience and
production plans.

Nature of materials: The nature of material also affects the minimum level. If
a material is required only against the special orders of the customer then minimum
stock will not be required for such material.
29

Minimum stock level can be calculated with the help of following formula.

Minimum stock level – Re – ordering level – (Normal

consumption x Normal re – order period)

b) Re – ordering Level:

When the quantity of materials reaches at a certain figure then fresh order is
sent to get materials again. The order is sent before the materials reach minimum
stock level.

Re – ordering level is fixed between minimum level maximum level.

c) Maximum Level:

It is the quantity of materials beyond which a firm should not exceeds its
stocks. If the quantity exceeds maximum level limit then it will be over – stocking.

Overstocking will mean blocking of more working capital, more space for
storing the materials, more wastage of materials and more chances of losses from
obsolescence.
30

Maximum stock level – Reordering Level + Reorder

Quantity – (Maximum Consumption x Minimum
reorder period)

d) Danger Stock Level:

It is fixed below minimum stock level. The danger stock level indicates
emergency of stock position and urgency of obtaining fresh supply at any cost.

Danger Stock level = Average rate of consumption x emergency delivery time.

e) Average Stock Level:

This stock level indicates the average stock held by the concern.

Average stock level = Minimum stock level + ½ x reorder quantity.

2) Determination of Safety Stocks:

Safety stock is a buffer to meet some unanticipated increase in usage. The

demand for materials may fluctuate and delivery of inventory may also be delayed in
such a situation the firm can be face a problem of stock out.

In order to protect against the stock out arising out of usage fluctuations, firms
usually maintain some margin of safety stocks.

Two costs are involved in the determination of this stock that is opportunity
cost of stock outs and the carrying costs.

If a firm maintains low level of safety frequent stock outs will occur resulting
into the larger opportunity costs. On the other hand, the larger quantity of safety
stocks involves carrying costs.
31

3) Economic Order Quantity (EOQ):

The quantity of material to be ordered at one time is known as economic

ordering quantity.

This quantity is fixed in such a manner as to minimize the cost of ordering and
carrying costs.

Total cost material = Acquisition Cost + Cost + Carrying Costs + Ordering Cost.

Carrying Cost:

It is the cost of holding the materials in the store.

Ordering Cost:

It is the cost of placing orders for the purchase of materials.

EOQ can be calculated with the help of the following formula

EOQ = 2CO / I

Where C = Consumption of the material in units during the year

O = Ordering Cost

I = Carrying Cost or Interest payment on the capital.

4) A – B – C – Analysis: (Always better control analysis):

Under A – B – C Analysis. The materials are divided into 3 categories viz., A,

B and C.
32

Almost 10% of the items contribute to 70% of value of consumption and this
category is called ‘A’ category.

About 20% of the items contribute about 20% of value of category ‘C’ covers
about 70% of items of materials which contribute only 10% of value of consumption.

5) VED Analysis : (Vitally Essential Desire)

The VED analysis is used generally for classified as Vital(V), Essential (E)
and Desirable (D).

The vital spares are a must for running the concern smoothly and these must
be stored adequately. The ‘E’ type of are also necessary but their stocks may be kept
at low figures. The stocking of ‘D’ type may be avoided at times. If the lead time of
these is less, then stocking of these can be avoided.

6) Inventory Turnover ratio:

Inventory turnover ratios are calculated to indicate whether inventories have

been used efficiently or not.

The inventory turnover ration also known as stock velocity is normally

calculated as sales / average inventory of cost of goods sold / average inventory.

Inventory conversion period may also be calculated to find the average time
taken for clearing the stocks. Symbolically.

Inventory Turnover Ratio = Cost of goods sold

__________________________

Average inventory at cost

Or

= Net sales

_____________________

(Average) Inventory
33

And, Inventory conversion period = Days in a year

______________________

Inventory Turnover ratio

7) Classification and Codification of Inventories:

The inventories should first be classified can then code numbers should be
assigned for their identification. The identification of short names are useful for
inventory management not only for large concerns but also for small concerns. Lack
of proper classification may also lead to reduction in production.

Generally, materials are classified accordingly to their nature such as

construction materials, consumable stocks, lubricants etc. After classification the
materials are given code numbers. The coding may be done alphabetically or
numerically. The later method is generally used for coding.

The class of materials is assigned two digits and then two or three digits are
assigned to the categories of items divided into 15 groups. Two numbers will be
category of materials in that class.

8) Valuation of inventories – Method of valuation:

FIFO method
LIFO method
Base Stock method
Weighted average price method
34

CRITERIA FOR JUDGING THE INVENTORY SYSTEM

While the overall objective of the inventory system is to minimize the cost to
the firm at the risk level acceptable to management, the more proximate criteria for
judging the inventory system are:
 Comprehensibility
 Adaptability
 Timeliness

Area of improvement:
Inventory management in India can be improved in various ways.
Improvements could be affected through.

Effective Computerization: Computers should not be used merely for

accounting purpose but also for improving decision making.
Review of Classification: ABC and FSN classification must be periodically reviewed.

Improved Coordination: Better coordination among purchase, production,

marketing and finance departments will be help in achieving greater efficiency in
inventory management.

Development of long term relationship:

Companies should develop long term relationship with vendors. This would
help in improving quality and delivery.

Disposal of obsolete / surplus inventories:

35

Procedures for disposing obsolete / surplus inventories must be simplified.

Adoption of challenging norms:

Companies should set benchmarks with global competitors and use ideals like
JIT to improve inventory management.

Inventory cost – an overall view

Introduction:
In financial parlance, inventory is defined as the sum of the value of the raw
materials, fuels and lubricants maintenance consumable semi – processed materials
and finished goods stock at any giving point of time. The operational definition of
inventory would be amount of raw materials, fuel and lubricants, and semi –
processed materials to be stock for the smooth running of the plant / industry.

Need of Inventory:
Inventories are maintained basically for the operational smoothness which
they can be affected by uncoupling successive stages of production, whereas the
monetary value of the inventory serves as a guide to indicate the size of the
investment made to achieve this operational convenience. The materials management
departments primary function is to provide this operational convenience with a
minimum possible investment in inventories. Materials department is accused of both
stock outs as well a large investments in inventories. The solution lies in exercise a
selective inventory control and application of inventory control techniques.
Inventories build to act as a cushion between supply and demand. It is sufficient to
take care of the requirements of demand till the next supply arrives. It is sufficient to
take care of probable delays in supply as well as probable variations in demand.

The size of the inventory depends upon the factors such as size of industry internal
lead time for purchase, supplier’s lead time, vendor relations availability of the
materials, annual consumption of the materials. Inventory coat can be controlled by
36

applying Modern Techniques viz., ABC analysis, SDE, ESN, HMC, VED etc. These
techniques can be used effectively with the help of computerization.

What is meant by inventory cost:

A. The total value of stores and spares and capital spares.
B. Stores in transit and under inspection and
C. Stock of finished products.
Normally, there are certain problems in maintaining optimum level of
inventory. Problems of inventory can be resolved by the cost implications. Costs
which are relevant for consideration are discussed in the following lines;

Basically there are four costs for consideration in developing and inventory
model.
1. The cost of placing a replenishment order.
2. The cost of carrying inventory.
3. The cost of under stocking and
4. The cost of over stocking.
The cost of ordering and inventory carrying cost are viewed as the supply side
costs and help in the determination of the quantity to be ordered for each
replenishment.
The under stocking and over stocking costs are viewed as the demand side
costs and help in the determination of the amount of variations in demand and the
delay in supplies which the inventory should withstand.
Whenever an order placed for stock replenishment, certain costs are involved,
and, for most practical purpose it can be assumed that the cost per order is constant.
The ordering cost may vary depending upon the type of items, for example raw
material like steel against production component like castings in steel plants, support
materials in the case of coal industry.

The cost ordering includes:

1) Paper work costs, typing and dispatching an order.
2) Follow up costs the follow up, the telephones, telex and postal bills etc.,
37

3) Costs involved in receiving of the order, inspection, checking and handling

in the stores.
4) Any set up cost of FOODS charged by the supplier, either directly
indicated in quotations or assessed through quotations of various
quantities.
5) The salaries and wages of the purchase department.

Cost of Inventory carrying:

This cost in measured as of the unit cost of the item. This measure gives basis
for estimating what is actually costs a company to carry stock.

This cost includes:

1) Interest on capital.
2) Insurance and tax charges.
3) Storage costs – labour costs, provision of storage area and facilities like
bins, racks etc.,
4) Transport bills and hamali charges.
5) Allowance for deterioration or spoilages.
6) Salaries of stores staff.
7) Obsolescence.
The inventory carrying cost varies and a major portion of this is
accounted for by the interest on capital.

Under stocking cost:

This cost is the cost incurred when an item is out of stock. It includes cost of
lost production during the period of stock out and the extra cost per unit which might
have to be paid for an emergency purchase.

Over stocking cost:

This cost is the inventory carrying cost (which is calculated per year) for a
specific period of time. The time varies in different contexts – it could be the lead
38

time of procurement of entire life time of machine. In the case of one time purchases,
over cost would be = Purchase Price – Scrap Price.

INVENTORY VALUATION AND COST FLOWS:

What is the cost of inventory?
One can readily visualize the determination of inventory quantities by physical
count or by use of perpetual inventory records. When this quantity is determined, it
must be multiplied by a unity cost in order to determine the inventory value that is
used on financial statements.
Trade and quantity discount are to be excluded from unit cost since these
discount exist for the purpose of defining the true invoice cost of merchandise. Cash
discounts, on the other hand, have been considered as a reward for early payment and
as a penalty for late payment. The “reward” has often been interpreted as a loss rather
than as a part of unit cost. Thus it would not be difficult to find difference of opinion
as to whether invoice cost includes or excludes cash discount.

When the “current repla FOODS cost” of material on hand at the close of a
year is less than the actual cost, the inventory value is reduced to repla FOODS cost
(current market price). Thus the acceptable basis inventory valuation is the “lower of
cost or market” or more properly the “lower of actual cost or repla FOODS cost”.
The determination of inventory values is very important from the point of
view of the balance sheet and the income statement since costs not included in the
inventory (the balance sheet) are considered to be expensive and are thus included in
the income statement.

Valuation of inventories – methods of determination:

Although the prime consideration in the valuation of inventories is cost, there
are a number of generally accepted methods of determining the cost of inventories at
the close of an accounting period. The most commonly used methods are first – in
first out (FIFO) average, and last – in first – out (LIFO). The selection of the method
for determining cost for inventory valuation is important for it has a direct bearing on
the cost of goods sold and consequently on profit. When a method is selected, it must
be used consequently and cannot be changed for year to year in order to secure the
most favorable profit for each year.

THE FIFO METHOD (FIRST – IN FIRST – OUT METHOD)

39

Under this method it is assumed that the materials or goods first received are
the first to be issued or sold. Thus, according to this method, the inventory on a
particular date is presumed to be composed of the items which were acquired most
recently.
The value inventory would remain the same even if the “perpetual inventory
system” is followed.
Advantage:- The FIFO method has the following advantages.
1) It values stock nearer to current market prices since stock is presumed to
be consisting of
2) The most recent purchases.
3) It is based on cost and, therefore, no unrealized profit enters into the
financial accounts of the company.
4) The method is realistic since it takes into account the normal procedure of
utilizing or selling those materials or goods which have been longer
longest in stock.

Disadvantages:- The method suffers from the following disadvantages.

1) It involves complicated calculations and hence increases the possibility of
clerical errors.
2) Comparison between different jobs using the same type of material
becomes sometimes difficult. A job commenced a few minutes after
another job may have to bear an entirely different charge for materials
because the first job completely exhausted the supply of materials of the
particular lot.
The FIFO method of valuation of inventories is particularly suitable in
the following circumstances.

I. The materials or goods are of a perishable nature.

II. The frequency of purchases is not large.
III. There are only moderate fluctuations in the prices of materials or goods
purchased.
IV. Materials are easily identifiable as belonging to a particular purchase lot.

The LIFO method (Last – in – First – Out method)

40

This method is based on the assumption that last item of materials or goods
purchased are the first to be issued or sold. Thus, according to this method, inventory
consists of items purchased at the earliest cost.

Advantages:- This method has the following advantages:

1) It takes into account the current market conditions while valuing materials
issued to different jobs or calculating the cost of goods sold.
2) The method is base on cost and, therefore, no unrealized profit or loss is
made on account of use of this method.
The method is most suitable for materials which are of bulky and non –
perishable type.

Base Stock Method:

This method is based on the contention that each enterprise maintains at all
times a minimum quantity of materials or finished goods in its stock. This quantity is
termed as base stock. The base stock is always valued at this price and its carried
forward as a fixed asset. Any quantity over and above the base stock is valued in
accordance with any other appropriate method. As this method aims at matching
current costs to current sales, the LIFO method will be most suitable for valuing stock
of materials or finished goods other than the base stock. The base stock method has
advantage of charging out material / goods at actual cost. Its other merits or demerits
will depend on the method which is used for valuing materials other than the base
stock.

Weighted average price method:

This method is based on the presumption that once the materials are put into a
common bin, they lose their identity. Hence, the inventory consists of no specific
batch of goods. The inventory is thus priced on the basis of average priced on the
quantity purchased at each price.

Weighted average price method is very popular on account of its being based
on the total quantity and value of materials purchased besides reducing number of
calculations. As a matter of fact the new average price is to be calculated only when a
fresh purchase of materials is made in place of calculating it every now and then as is
the case with FIFO, LIFO methods. However, in case of this method different prices
of materials are charged from production particularly when the frequency of
41

purchases and issues/sales in quite large and the concern is following perpetual
inventory system.

Valuation of inventories – impact on the flow of costs:

As should be quite evident, the different methods of calculating inventory
values will all have their impact on the flow of costs through the balance sheet into
the income statement. The dollars that are paid to acquire inventory are always
divided between the balance sheet (inventories) and the income statement (cost of
goods sold), there is not other place to put them. Thus if the different methods of
calculating inventory produce differing inventory values, they will also produce
differing cost of goods sold figures, and the differing cost of goods sold figures will
naturally produce differing profit figures.
In order show the impact of inventory valuation on cost flows, the preceding
exhibits are summarized. Each method produces a different figure for the transfer of
raw materials to work in process. These differences appear small, but the only reason
for this is that the dollar amounts have been kept small to make the illustration
workable.

With the transfer of materials to work in process, the cost flow or transfer with
have its impact on the work in process inventory and the transfer of completed
merchandise to finished gods. Ultimately when goods are sold; the varying methods
of valuing inventories will have their impact on cost of goods sold and these profits.
The effects of the cost flows on cost of gods sold and profits can be accentuated
further it the differing methods of valuing inventories are applies to work in process
and finished goods.

Evaluation of methods – What causes the differences?

The differences in inventory values and flows for each of the method
illustrated result from only one factor, that it, changing purchases prices or unit costs.
If purchase prices had remained stable or unchanged, each method would have
produced the same inventory value and cost flow.
Cost flows and inventory are exactly the some under stable prices. With a falling price
level, the LIFO method produces the highest cost flow and the lowest inventory. With
a falling price level, the LIFO method produces the lowest cost flow and highest
inventory. The cost flow under LIFO follows the price level, LIFO produces larger
42

cost flows when prices are rising and smaller cost flows when prices are falling. A
final item to consider is that the average method produces results which fall between
the extremes of LIFO and FIFO.

Evaluation of methods – can we justify the differences?

The best method of inventory valuation might be “specific identification”, that
is, the units in inventory should be identified with the specific invoices and thus
specific unit costs to which they apply.
Fortunately, the FIFO method constitutes a very useful approximation to the
specific identification method if on can reasonably assume that the actual flow of
materials is first-in first-out. This assumption is not unreasonable and thus we have
stated the main argument for the FIFO inventory scheme, that is, the physical flow of
materials would match the flow of costs under the first – in first – out method.
When the units in inventory are identical, interchangeable and do not follow
any specific pattern of physical flow, the average cost system would seen to
appropriate.

The primary difference between the FIFO and average methods is centered on
the physical flow since both methods could involve identical and interchangeable
units. The FIFO method fits a first-in first-out physical flow. The average method fits
a system which has no specific pattern of physical flow. Finding a situation where
there is no specific pattern of physical flow should be quite difficult because of the
fact that most inventory items are subject to deterioration by instituting a person
would attempt to reduce such deterioration and any reasonable person would attempt
to reduce such deterioration by instituting a physical flow approximating first-in-first-
out. The major reason for the use of the average method is something other than the
lack of specific physical flow.
Ordinarily the LIFO method cannot be justified on the basis of the physical
flow of materials. Under conditions of changing prices, the advocate of LIFO says
that the only method which matches costs and revenues is the LIFO method. The
LIFO method assumes that the latest item is the first item out, and thus the current
costs of materials are matched with the other hand, assumes that the first item in is the
43

first item out, and thus the non-current costs of matching current costs with current
revenues is the essence of the argument for the LIFO method.
As can be seen by the above comments, there is no one best method of valuing
inventories. The method chosen should fit the situation. A physical flow pattern
comparable to FIFO would force one to consider the FIFO method. The lack of a
discernible physical flow pattern would force one to consider the average method.
Concentration on cost flows, as distinct from physical flows, would force to consider
the LIFO method especially where there appears to be a discernible trend towards
rising prices (or falling prices) as has been the case in our economy during recent
years.

Inventories valued at standard cost:

A very useful method of valuing inventories is at a standard cost. With a
standard cost system is no need of spending a great deal of time and money tracing
unit cost through perpetual inventory record.

PERPETUAL INVENTORY CARD UNDER A STANDARD COST

SYSTEM
Perpetual inventory Plant: …………………… Standard cost:……………………
Location:……………………………………… Order Quantity:………..………...
Order Point: …………………..…
Available
Date Description On order Received Issued
On order On hand

As shown above, there is need only for physical quantities since the inventory
values is the physical quantity multiplied by the standard cost. With the cost and value
columns disposed off, a perpetual inventory card can include additional data such as
44

quantities on order, quantities reserved, and quantities available. These additional data
are very useful for inventory and production control purpose. On the basis of a few
calculations concerning into inventories on a FIFO, a LIFO, or an average cost basis.

Inventory of Obsolescence:
Absolvent inventories cannot be used or disposed off at values carried on the
books. Frequent reviews should be made of all inventories, and when obsolescence is
indicated a request for revaluation should be prepared for approval by management.
The difference between original and obsolete value should be recorded by a change to
an operating account. Inventory obsolescence, and a credit to inventory. If the
material is scrapped, this will be for the full inventory value or used in areas where it
will be work less than its original value, the entry would be only for the amount of
write down. Some companies carry a solvage inventory and transfer to it materials
which may be sold or used at reduced values.
Where this is done, the entry would be:
Dr. Solvage inventory
Dr. Inventory Obsolescence. Cr. Raw Material inventory or Supplies
inventory.

Inventory cost in relation HERITAGE FOODS INDIA LIMITEDs

shall to classifieds follows:
Inventory can be classified as capital and revenue certain items through titled
as capital in nature. Hence, due care is to be take whole drawing the material.
Materials which are to be imported from other countries have to be planned
well in advance nearly about 24 months are to initiate the proposals for procurement.
Similarly some of the items do not require any lead time some they are
available in the local market.
FOODS is highly energy intensive industry, the inputs like power and coal are
the major part of the variable cost since Government controls the coal & fuel sector,
and increase is rates adversely effects the FOODS industry.
HERITAGE FOODS INDIA LIMITED has it own power plant and through
which it saves energy consumption. By this the cost since Government controls the
coal & fuel sector, any increase rates adversely effects the FOODS industry.
45

Inventory cost of any organization also adversely affects by retaining obsolete / scrap
and inventory costs can be reduced by management with an advance planning of
procurement of materials, periodical reviews of existing spares with reference to the
fast consumption, ascertaining the information regarding the availability of in other
areas. Holding of extra inventory will be an additional financial burden to the
company due to payment of interest charges on the materials purchased, diminishing
value of materials purchased, diminishing value of materials by keeping them in
stores for a log time, handling charges, etc.,
The inventory of HERITAGE FOODS INDIA LIMITED mainly includes
Foods, , CNC FOODS, Dairy. Inventory in HERITAGE FOODS INDIA
LIMITED during 2005 -06to 2009 -10are as follows: (Units in m.t)

Years 2005 -06 2006 -07 2007 -08 2008 -09 2009-10
Foods 1051620 96465 966540 958620 1209536
HFIL 44637 45267 42871 43151 65960
Agro
22142 19602 20705 22011 36567
Merine
Dairy 4756 9022 16201 32607 149255

The value of the above raw materials for the year 2005 -10are as follows: (Value in
Rs.)

Years 2005 -06 2006 -07 2007 -08 2008 -09 2009-10

Foods 118261591 12544982 13544920 140120920 195410120

HFIL 31884665 28967991 29067890 23487760 32551176

Agro
18513002 16100572 16100772 18799582 46061197
Merine
Dairy 27102 555475 676115 2647958 20111502

Value of imported and indigenous raw materials, stores, and components

consumed during the year:
46

Imported
2009
Years 2005-06 2006 -07 2007 -08 2008 -09
-10
49300563 76618001 15542
Raw Materials 94753497 451229526
3 5 36987
Finished 51157705 41178
521577053 76345208 121624112
Goods 7 038

Indigenous

Years 2005-06 2006 -07 2007 -08 2008 -09 2009 -10
108578687 299587841 345776542 410760522
Raw Materials 7806531617
9 2 7 8
Finished 126467428
508106545 881880956 179159560 3776712867
Goods 6

FOODS FACTORY RUNS WITH VARIOUS EQUIPMENTS:

I. TECHNICAL DEPARTMENT
1. FOODS
2. MATERIAL
3. PRODUCTION

II. COMMERCIAL DEPARTMENTS

1. STORES
2. PURCHASE
3. ACCOUNTS

TO RUN THE PLANT AND MAINTAIN EQUIPMENTS DEPARTMENTS

REQUIRE FOR SUCH REQUIREMENT OF RAISE INDENTS AND SEND THE
INDENTS TO PURCHSE DEPARTMENT THROUGH STORES.
47

INDENTS:
1. ANNUAL INDENTS FOR CONSUMABLE ITEMS (STORES ITEMS).
2. REGULAR INDENTS RAISED BY CONSUMING DEPARTMENTS.
3. ANNUAL REQUIREMENT OF RAW MATERIALS PROMOP & QC.

ENQUIRIES:
1) ENQUIRES WILL BE SENT APPROVED SUN CONTRACTORS.

ORDER PROCESSING FORM:

1) RECEIVING QUOTATIONS FROM SUB – CONTRACTORS.
2) ENTER THE PRICE DETAILS OF ENQUIRY SENT IN THE
ORDER PROCESSING FORM.
3) SELECTION OF PARTY ON MERIT BASIS.

PURCHASE ORDER:
1) PREPARE PURCHSE ORDER ON SELECTED PARTY.
2) SEND PURCHASE ORDER COPIES TO PARTY, STORES AND
DEPARTMENTS.

GOODS RECEIPT NOTE:

1) RECEIVING GOODS RECEIPT NOTE FROM STORES.

PURCHASE DEPARTMENT:
ACTIVITY RECEIVING INDENTS:
FLOW CHART:
 Receipt of annual indents for consumable items / stores items
from stores department.
 Checking of indent number an authority of item, delivery time
consumption period.
 In case of any deficiency, send the information to concerned
department for clarification.
48

 Segregation of indents for attending at C.P.D. and Hyderabad

Office.
 Sent the Hyderabad indents to Hyderabad Office.
 Enter the indents details in indent register.

PURCHASE DEPARTMENT
PURCHASE ENQUIRY
Ms.
Sl. When
Material Code Department Quantity Unit
No. Required
49

ACTIVITY: FLOATING ENQUIRIES:

FLOW CHART:
• Checking indented items and equipment name.
• Taking previous supplier’s information form previous supply. If new
equipment / item, information to be taken from concerned department or
from competitors / journals / yellow pages.
• Prepare enquiry to approved sub – contractors through enquiry format.
• If emergency requirement, send the enquiries through fax / e-mail.
• Enter the details of enquiries sent in order processing form.

PURCHASE DEPARTMENT
ORDER PROCESSING FORM

Material
Sl. Indent
Code Description Size Qty 1 2 3 4 5 6 Remarks
No. Ref
No.
50

ACTIVITY : PREPARATION OF ORDER PROCESSING FROM

FLOW CHART:
• Receiving quotation against enquiries sent.
• Enter price and other of the quotation received from sub – contractors in
the order processing from.
• Mention the earlier purchase details of indented items against each item in
the order processing form if available.
• Put up the processing from with enquiry and quotations to head
(purchase).
• Examine order processing from with decide the sub – contractor to whom
purchase order to be placed.

PURCHASE DEPARTMENT
PURCHASE ORDER
Indent Item
Sl. No. Description Qty Rate Unit Amount
No. Code
51

ACTIVITY: PREPARATION OF PURCHASE ORDER

FLOW CHART:
• Prepare purchase order after finalization of price and other technical terms
mentioning the following details.
1. Material code
2. Indent number
3. Material specification & part number
4. Quantity
5. Rate
6. Payment and other terms & conditions
• Stipulation of terms of test certificate / ibr / manufacture’s certificate
where applicable.
• Fill in and attach the purchase order review proforma to purchase order.
• Send the prepared purchase order to head (purchase) and competent
authority for approval.
• Send the purchase order to identified approved sub – contractor.
• Send the purchase order copies to store and concerned departments.
• Enter the details of purchase order in purchase order register.

PURCHASE DEPARTMENT
AMENDMENT / CANCELLATION OF ORDER

Price / Quantity Amended Price /

Material Code Material
as per Order Quantity
52

ACTIVITY: ORDER AMENDMENT, ORDER FOLLOW UP AND INFORM

THE SUPPLIER FOR THE REJECTIONS / DAMAGES / SHORTAGES:
FLOW CHART:
• Issue of amendments in case of modification to purchase order.
• Review the pending order and follow up the pending order for breakdown
requirement.
• Send regular reminders to suppliers against pending purchase order every
month.
• Receive shortage / excess / damages report from stores for the material
received.
• Information the supplier for the rejections / damage / excess / shortage.

PURCHASE DEPARTMENT

ACTIVITY: IMPORTS:
FLOW CHART:
• Receipt of indents for import items from stores department.
53

• Taking previous / item, information to be taken from concerned

department or from competitors / journals / Yellow pages.

• Send enquiry to overseas supplier.

• Receiving quotations against enquiries sent.

• Enter price and other terms of the quotations received from overseas

supplier in the order processing form.

• Examine order processing form and decide the sub – contractor to whom

purchase order to be placed.

• Prepare purchase order after finalization of price and other technical terms

mentioning the following details.

1) Material code

2) Indent number

3) Material specification & part number

4) Quantity

5) Rate

6) Payment

7) Insurance and other terms and conditions.

• Send the prepared purchase order to head (purchase) and competent

authority for approval.

• Send the purchase order to overseas supplier.

• Send the purchase order copies to stores and concerned departments.

• Prepare IC documents and submit to bank for onward transmission to

overseas supplier.

STORES DEPARTMENT
54

ACTIVITY: RECEIPTS AND UNLOADING MATERIAL

• Receiving of Goods through Trunk / Personnel Delivery.

• Entry of vehicle at Gate Office.

• Stamping on Dispatch Advise / Delivery challan by Gate Office.

• Checking of challans / Dispatch Advise with purchase order.

• Unloading of Goods at allotted place or in case of urgency direct at works

site.

• All safety precautions are taken while unloading of material like workers

should wear safety shoes, helmets, leather head gloves, noise respirator,

nose mask.

• Training is given to workers for unloading Heavy & Bulky material by

using chain pulley Blocks, Wire Rope Ceilings, Fork Lift. After UIL

receipt acknowledgement given to driver maintaining Lorry receipts

register.

STORES DEPARTMENT
55

ACTIVITY: PREPARATION OF RECEIPT AND APPROVAL BOOK FOR

GENERAL MATERIAL / D.C. ENTER OF BLOCK, AND STATIONARY

MATERIAL MANUALLY IN REGISTER

• Sorting of Delivery challans as below:

a) General

b) Stationery

c) Block

• Checking with P.O. and mentioning Material Code, Party Code, Indent

No. Department Name on each & every challans.

• Creation of D.C. entry in system for general materials.

• Preparation of identification tags for General Materials through system.

• Preparation of Receipt & Approval Book for General materials.

• Manual entry of block, stationery, Preparation of intimations for block,

stationery, repair materials.

56

STORES DEPARTMENT

ACTIVITY: PHYSICAL VERIFCATION OF GOODS:

• All D.C. handed over to stores assistant physical verification like

measuring, counting and tallying with D.C.’s Quantity / Description of the

materials by the Stores Assistant.

• Identification tags to be attached to the verified material. Shortage / Excess

/ Damages if any found to be noted on challans and inform to section

incharge.

• Preparation of Shortage / Excess / Reports if any sending to parties under

copy to purchase / bills sections.

57

STORES DEPARTMENT

ACTIVITY: APPROVAL OF MATERIAL AND PREPARATION OF GOODS

RECEIPT NOTES:

• Intimation is be sent to all the concerned departments. Showing materials

to concern person.

• Taking approval of the material in receipt & approval book.

• Preparation general material in receipt & approval book.

• Preparation general material GRN’s through system and stationery /

block / repairs GRNs manually.

• Forwarding true copy to issue section of GRN for general material

forwarding true copy to issue section of GRN for General material

forwarding true copy of block / Repair / Stationery GRN to issue section

and copy to purchase department.

STORES DEPARTMENT

ACTIVITY: REJECTED MATERIALS

• Rejected materials kept in allotted area of rejected materials.

• Packing of rejected materials.

• Preparation of gate passes for rejected materials.

• Sending back to suppliers through our Hyderabad Office.

• Sending consignee copy to party vide Register Letter for booking of

Register goods to party’s other than.

58

STORES DEPARTMENT

ACTIVITY: EXCISE GATE PASSES

• Sending duplicate for transport copy of excise invoice from suppliers

delivery challans.

• Mentioning A.B. Sl. No. and named of concerned department.

• Duplicate for transport copy of excise invoice over to bills section for

sending the same to Excise Department.

• Corresponding with supplier. If the Excise Invoice is not found with

delivery challans.

STORES DEPARTMENT

ACTIVITY: RECEIPTS OF MEDICINES

• Physical verification of Medicines as per Invoices.

• Verification of expiry date on medicines.

• Verification of MRP.

• Sending shortage / excess note if any found.

• Taking approval of Medical Officer.

• Sending Rejection notes if any medicine is rejected.

• Issuing to dispensary.

• Bills forwarding to Account Department vide IOM for making the

payment.
59

CHAPTER – IV
60

RATIO ANALYSIS
61

The investment on raw materials over a period of 5 years from 2000 to 2010 is
presented in the following table.

1. Investment on Raw Materials:

Year Investment on Raw Material (in crores)

2004 – 2005 12226.70
2005 – 2006 13498.80
2006 – 2007 50975.78
2007– 2008 51686.81
2008 – 2009 42925.25
2009 – 2010 87905.86

100000
90000
80000
70000
60000
50000
40000
30000
20000
10000
0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Interpretation:

1) From the above table it can be understood that the inventory of HERITAGE
FOODS INDIA LIMITED was recorded at 12226.70 during the year 2004 -05
and it is increased to 87905.86 during the year 2008 -09.
2) It shows that there is on increase in the inventory to the more extent of
87905.86.
3) The average inventory of HERITAGE FOODS INDIA LIMITED was
recorded at Rs52454.75
4) The highest investment in inventory was recorded in the years 2009-10
62

2. Trend Analysis:
Trend analysis technique is applied to know the growth rate in investment of
raw material of HERITAGE FOODS INDIA LIMITED over the review period which
is shown in the following table.

Trend Analysis:

Raw Material (in

Year Trend %
Lacks)
2004 – 2005 12226.70 98%
2005 – 2006 13498.80 94%
2006 – 2007 50975.78 385%
2007– 2008 51686.81 295%
2008 – 2009 42925.25 313%
2009 – 2010 87905.86 799%

100000
90000
80000
70000
60000
50000
40000
30000
20000
10000
0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Interpretation:

1) The investment on investment has increased in the year 2008 -10. And the lost
year investment has declared continuously. The percentage in 2005 -06was
295% as compared to years 2006 -07 to 2009 -10.
63

2) The trends in inventories show that inventory have been more in the year 2009
-10and then it has shown a downward trend and again it increased to some
extent.

3. Inventory Turnover Ratio:

ss This ratio indicates the number of times the stock has been turned over during
the period & evaluates the efficiency with which a firm is able to manage its
inventory. This ration is calculated by applying the following formula.
Cost of goods sold
Inventor turn over ration = _________________
Average inventory
Inventory turn over ration:
yrs Cost of goods
Avg. Inventory Ratio
sold
2004 – 2005 59225.45 6900.22 8.58
2005 – 2006 58022.22 36225.20 1.58
2006 – 2007 110221.21 96075.65 1.14
2007– 2008 120522.68 11490.07 10.48
2008 – 2009 125492.78 12223.99 10.26
2009 – 2010 309266.98 150025.22 2.06

120000

100000

80000

60000

40000

20000

0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Interpretation:

1. From the above table 2004 it can be observed that (1) inventory turn
over ratio is 8.58 during 2004 – 2005 and it gradually decreased to 1.58 during
2005 – 2006.
2. In the year 2006 -07 it is clear that the ratio is very less i.e., he stock
64

is not turned into sales quickly.

3. As compared to all the years the ratio is very less in 2006 -07

4. Inventory conversion period:

It may also be of interest to see average time taken for clearing the stocks.
This can be possible by calculating inventory conversion period. This period is
calculated by dividing the number of the days by inventory turn over.
This formula may be as:
Days in a year (360 days)
Inventory conversion period = _____________________
Inventory turnover ratio
Inventory conversion period: (in crores)
Cost of goods Avg.
Year Ratio ICP (Days)
sold inventory
2004 – 2005 59225.45 6900.22 8.58 42
2005 – 2006 58022.22 36225.20 1.58 230
2006 – 2007 110221.21 96075.65 1.14 26
120522.68
11490.07 10.48 33
2007– 2008
2008 – 2009 125492.78 12223.99 10.26 32
2009 – 2010 309266.98 150025.22 2.06 271

120000

100000

80000

60000

40000

20000

0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10
65

Interpretation:
From the above table it can be identified the following observations:
1) The inventory conversion period was 230 days during the year 2005 -06but it
declined to 204 during 2006 - 05, which indicates that the stock has been very
quickly converted into sales which mean the company is managing the
inventory efficiently.
2) The lowest inventory conversion period was recorded at 26 days in the year
2006 -07 and the highest inventory conversion was recorded at 271days in the
year 2009 -10.
3) The average inventory conversion period was recorded at 107 days during the
review period.
66

5. Percentage of Inventory over current assets:

In order to know the percentage of inventory over current assets the
Ratio of inventory to current assets is calculated and which is presented in the
following table.
Inventory
Inventory over current assets ratio = __________ X 100
Current assets

Percentage of Inventory Over current assets:

Year Inventory Current Assets Ratio (%)

2004– 2005 14286.75 25129.23 56%
2005 – 2006 11780.77 29780.68 39%
2006 – 2007 50925.70 54073.55 94%
2007– 2008 43950.76 46000.22 94%
2008 – 2009 47077.45 50722.25 92%
2009 – 2010 94605.76 87111.59 108%

100000
90000
80000
70000
60000
50000
40000
30000
20000
10000
0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Interpretation:

1) From the above table it can be understand that the % of inventory over current
assets ratio was showing a declining trend for two years 2004 - 2005.
2) However from the year2009 -10it is showing an increasing trend.
3) The lowest inventory over current assets ratio was recorded at 39% during the
year 2005 -06and the highest inventory over current assets ratio we recorded at
108% during 2009 -10.
4) The average inventory over current assets ratio was recorded at 85%.
67

6. Percent of Inventory Over total current assets & fixed assets:

Inventory / Current + Fixed assets

Year Inventory Current Assets Ratio (%)

2004 – 2005 14286.75 88122.55 16.21%
2005 – 2006 11780.77 89133.25 13.21%
2006 – 2007 50928.70 118900.79 42.83%
2007– 2008 43950.76 114659.62 38.33%
2008 – 2009 47077.45 114769.56 41.01%
2009 – 2010 94605.76 199340.25 47.45%

250000

200000

150000

100000

50000

0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Interpretation:

1) During the year 2004 – 03the ratio was 16.21% on it declined to

13.21% in the year 2005 -06
2) From the year 2006–05 it is showing fluctuating trend but as compared to
above 2 years it is increasing.
3) The lowest inventory over total assets ratio was recorded at 13.21% during the
year 2005 -06and the highest inventory ratio was recorded at 42.83% during
the year 2009 -10.
4) The average inventory to total assets ration was recorded at 38.33% during the
review period.
68

7. Percentage of Inventory over current liabilities:

In order to know the percentage of inventory over current liabilities the

ration of inventory to current liabilities is calculated and which is presented in
the following table.
Inventory
Inventory over current liabilities ratio = __________________ X 100
Current liabilities
Percentage of Inventory Over current liabilities:

Year Inventory Current liabilities Ratio (%)

2004– 2005 14286.75 7900.21 18%
2005 – 2006 11780.77 8101.11 145%
2006 – 2007 50925.70 17202.41 296%
2007– 2008 43950.76 17800.42 246%
2008 – 2009 47077.45 18728.24 257%
2009 – 2010 94605.76 37257.22 253%

40000

35000

30000

25000

20000

15000

10000

5000

0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Interpretation:
1) From the above table it can be understand that the %
inventory over current liabilities ratio was showing a declining trend for two
years 2004 -05
2) During the year 2005-06the ratio was it gradually increased
to 145 and there is a net increase to the extent of 128.
3) The lowest inventory over total amounts ratio was recorded
at 18 during the year 2004 -05
69

8. Current Ratio:

In order to know the current ratio the percentage of current assets to current
liabilities is calculated and which is presented in the following table.
Current assets
Current Ratio = _____________________
Current liabilities
Calculation of Current Ratio’s:

Year Inventory Current liabilities Ratio (%)

2004 – 2005 25272.33 8000.12 3.15%
2005 – 2006 29769.79 8042.70 3.70%
2006 – 2007 54077.69 17299.15 3.12%
2007– 2008 46600.02 17900.15 2.60%
2008 – 2009 50714.25 18600.25 2.72%
2009 – 2010 87899.25 37256.42 2.35%

100000
90000
80000
70000
60000
50000
40000
30000
20000
10000
0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Interpretation:

1) From the above table it can be interpreted that the % of current assets over
current liabilities ratio i.e., current ratio was showing a decreasing trend
from year 2005 -06
2) In the year 2004 -05the ratio was 3.15% and has increased to 3.70% in the
year 2005 -06
3) The lowest current ratio was recorded at 2009 -10which is 2.35% and the
highest current ratio was recorded at 3.70% during the year 2005 -06
4) The average current ratio was recorded at 3.09% during the review period.
70

9. Quick Ratio:

The quick ratio is the relationship between quick to current liabilities quick
assets is more rigorous test of liability position of a firm it is computed by applying
the following formula.
Quick ratio = Quick assets / Current Liabilities
Where Quick assets = Current Assets – Inventory

Year Inventory Current liabilities Ratio (%)

2004 – 2005 9787 6828 1.43%
2005 – 2006 17460 9042 2.12%
2006 – 2007 3216 15202 0.21%
2007– 2008 3500 17202 0.20%
2008 – 2009 3701 17204 0.21%
2009 – 2010 3203 37256 0.08%

20000
18000
16000
14000
12000
10000
8000
6000
4000
2000
0
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10

Interpretation:
1) From the above table it can be understand as that the % of quick assets to
current liabilities i.e., the quick ratio was 0.002% in 2006 -07and from that
year it is showing increasing trend.
2) The highest quick ratio was recorded at 2.42% during the year 2005
-06and the lowest quick ratio was recorded at 0.21% during the year 2006
-07
71

CHAPTER – V

\
72

CONCLUSIONS;

1) Over all the inventory of HERITAGE FOODS INDIA LIMITEDs is up to

the mark.
2) The production of clinker and FOODS during 2006 – 2007 was 6,74,634
and 6,87,092 respectively which is higher as compared to 2009 – 2010
which is 5,97,374 and 6,57,756.
3) Investment on raw material is 95605.89 lakhs which very high as
compared to 2009 -10which is only 560700.56 lakhs.
4) The inventory turn over ratio shows that the stock has been converted into
sales is only 1.02 times.
5) In the year 2006 -07 the stock was cleared within 27 days whereas it took
230 days in the year 2005 – 2006 which took more days for clearing stock.
6) Year 2006 -07 is not showing sample profits. This is because of FOODS
prices have been continuously under pressure due to persistent mismatch
between supply and demand.
7) The quantity of dairy in the year 2009 -10is 8,98,240 and its value
is12,94,24,815 but whereas in the year 2008 -09 the quantity was 8,92,560
and the value is 12,10,71,545.
8) In purchase department for want of any item it should go through several
process. This may include receiving indents, floating enquiries,
preparation of order processing form, preparation of purchase order and
order follow up inform the supplier. Most of the time was spent in
accounts payable.
9) In this type of process, it requires more number of employees and supplier
should also wait for until the accounts are matched.
10) This process takes an input, adds value to it and provides an output to an
internal or external customer.
73

SUGGESTION:

1) Though the production is higher is the year 2006 -07 and the sales were
very high i.e., as per inventory conversion period it took 270 days. This
shows that there is demand for FOODS and the funds unnecessarily tied
up. So, proper demand forecasting should be done and according to that it
may be manufactured.
2) The investment on raw material should be made as per the requirement.
Unnecessary investment may block up the funds.
3) Neither too high nor too low inventory turnover ratios may reduce profit
and liquidity position of the industry. So, proper balance should be made
to increase profits and to ensure liquidity.
4) The raw material should be acquired from the right source at right quality
and at right cost.
5) The process that was being used by HERITAGE FOODS INDIA
LIMITEDs with the purchasing department should undergo changes, so
that, it seeks enhance the celerity of the delivery of a product without
compromising its quality by improving the utilization of materials, labour
and equipment.
6) To reduce the work, the purchasing department may enter the purchasing
order into database and did not send a copy to any one. When the
merchandise arrived, the receiving clerk would enter the database and
determine whether the order agreed with the electronic purchase order.
If it did, payment was authorized to be made at the appropriate
Time. If it didn’t match, the order would be returned until if it is agreed by the
HERITAGE FOODS INDIA LIMITED.
If it institutes “Invoice less purchasing” where the supplier did not need to
send an invoice to be paid.
This generally simplifies the process for all concerned. As a result, it would
able to reduce the work of its accounts payable department.
74

BIBLIOGRAPHY

1. Financial Management - By IM Pandey

2. Financial Management - By Prasanna Chandra

3. Total Quality Management - By K. Shridhara Bai

4. Company’s Stores Manual

5. Company’s Annual Reports