Project Report (17MBAPR407)

“A Study on ABC ANALYSIS with reference to SRI ANAGHA REFINERIES PVT.

LTD. Mangaluru.”
By
NAMRATHA R JAIN
USN: 1IA17MBA36
Submitted to
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfillment of the requirements for the award of the degree of

“MASTER OF BUSINESS ADMINISTRATION”
Under the Guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Mr. Ayub Ahamed K S Mr. Mohan
Asst. Prof. Dept of MBA, AIT Purchase Manager, SARPL

Department of MBA
Acharya Institute of Technology
Soldevanahalli, Hessaraghatta Main Road, Bangalore-107
March-2019
 Sri Anagha Refineries Pvt. Ltd.
Survey. No . 10/1(P) , ll/8A(P) , 12/3(P) , 12/4(P) ,
Industrial Area Baikampady, Mangalore - 575011 , Karnataka

No: SARPL/ADMN/0410/2019-20 Date: 16-02-2019

CERTIFICATE

This is to certify that Ms. Namratha R Jain of Acharya Institute of Technology,

Soldevanahalli Bangalore has undertaken Finance Project Work on "ABC Analysis" with
reference to Sri Anagha Refineries Pvt. Ltd., Mangalore from 03-01-2019 to 16-02-2019.

During the Project Work, she has done the work sincerely. Her conduct is good.

We wish her bright future .

DIRECTOR
SRI ANAGHA REFINERIES PVT. LTD.

Ph : 0824 - 2983225, 2983245, Email : anagharefineries@gmail .com

 ACHARYA INSTITUTE
OF TECHNOLOGY .
(Affil iated to Visvesvaraya Technolog ical University, Belagavi, Approved by AICTE, New Delhi and Accredited by NBA and NAAC)

Date: 04/04/2019

CERTIFICATE

This is to certify that Ms. Namratha R Jain bearing USN

lIAl 7MBA36 is a bonafide student of Master of Business Administration
course of the Institute 2017-19 batch, affiliated to Visvesvaraya
Technological University, Belagavi. Project report on "A Study on ABC
Analysis with Reference to Sri Anagha Refineries Pvt. Ltd, Mangaluru"
is prepared by her under the guidance of Prof. Ayub Ahamed K S in partial
fulfillment of the requirements for the award of the degree of Master of
Business Ad;ninistration, Visvesvaraya Technological University, Belagavi,
Karnataka.

Signature of Internal Guide

~ - - -- -- -

Signature of Principal/Dean Academics

Dr. Devarajalah R,M.

Dean -Academlct
ACHARYAINSTITUTE OF TECHNw:..C:-Y
Bengaluru.. 1o7,

Acharya Dr. Sa rvepal li Radhakrishnan Road , So ladevanaha lli, Acharya PO ., Benga luru 560 107, Karnataka , India • www.acharya .ac .in/ ait
• Ph +91-80-225 555 55 Extn . • 2102 • Fax +91-80-237 002 42 • E-ma iL pri ncipala it@acharya .ac.in
 DECLARATION

I, Namratha R Jain , hereby declare that the Project report entitled " A Study on
ABC ANALYSIS" with reference to " SRI ANAGHA REFINERIES PVT. LTD .

Mangalore" prepared by me under the guidance of Mr. Ayub Ahamed K S,

Asst.Professor, Department of M.B.A, Acharya Institute of Technology and

external assistance by Mr. Mohan, Purchase Manager, SARPL. I also declare that
this Project work is towards the partial fulfilment of the university regulations for
the award of degree of Master of Business Administration by Visvesvaraya
Technological University, Belagavi. I have undergone a summer project for a
period of six weeks. I further declare that this Project is based on the original study
undertaken by me and has not been submitted for the award of any degree/diploma
from any other University/Institution.

Place: Bengaluru Signature of the student

Date: 05-04-2019
 ACKNOWLEDGEMENTS

I wish to express my sincere thanks to our respected Principal,Dr. Prakash M

R, beloved Dean-Academics, Dr. Devarajaiah R M, and deep sense of
gratitude to Dr. M M Bagali, HOD, MBA, Acharya Institute of Technology,
Bengaluru for their kind support and encouragement in completion of the
Project.

I would like to thank Mr. Ayub Ahamed K S, Asst. Professor, Department of

MBA, Acharya Institute of Technology, Bengaluru and external guide
Mr. Mohan, Purchase Manager, SARPL, Mangaluru, who gave me golden
opportunity to do this wonderful Project in the esteemed organization, which
helped me to learn various concepts.

Finally, I express my sincere thanks to my Parents, Friends and all the Staff of
MBA department of AIT for their valuable suggestions in completing this
Project Report.

Place: Bengaluru Namratha R Jain

Date: 05-04-2019 USN: 1IA17MBA36
 TABLE OF CONTENTS

Chapter no. Chapter name Page no.

Executive Summary
1 Introduction 1
1.1 Introduction 1
1.2 Industry profile 2
1.3 Company Profile 7
1.3.1 Promoters 8
1.3.2 Vision, Mission & Quality Policy 8
1.3.3 Products & Services profile 9
1.3.4 Areas of operations 11
1.3.5 Infrastructure facilities 11
1.3.6 Competitors Analysis 12
1.4 SWOT Analysis 13
1.5 Future growth and prospects 15
1.6 Financial statement 17
2 Conceptual background & Literature review 20
2.1 Theoretical background of the study 20
2.2 Literature review 28
3 Research Design 37
3.1 Statement of the problem 37
3.2 Need of the study 37
3.3 Objectives 37
3.4 Scope of the study 38
3.5 Research methodology 38
3.6 Limitations 38
3.7 Chapter Scheme 39
4 Analysis and Interpretation 40
4.1 Table showing calculation of ABC Analysis for the 40
year 2018
4.2 Table showing calculation of ABC Analysis for the 42
year 2017
4.3 Table showing calculation of ABC Analysis for the 44
year 2016
4.4 Table showing calculation of ABC Analysis for the 46
year 2015
4.5 Table showing calculation of ABC Analysis for the 48
year 2014
5 Summary of Findings, Conclusion and suggestions 50
5.1 Findings 50
5.2 Conclusions 50
5.3 Suggestions 51
Bibliography
Annexure
 LIST OF TABLES

Table No. Particulars Page No

4.1 Table showing calculation of ABC Analysis for the 40

year 2018

4.2 Table showing calculation of ABC Analysis for the 42

year 2017

4.3 Table showing calculation of ABC Analysis for the 44

year 2016

4.4 Table showing calculation of ABC Analysis for the 46

year 2015

4.5 Table showing calculation of ABC Analysis for the 48

year 2014
 LIST OF FIGURES AND CHARTS

Chart No. Particulars Page No.

1.1 Sun Premium Sunflower Oil Refining Process 9

1.2 Palm Oil Refining Process 11

4.1 Graph showing ABC Analysis for the year 2018 41

4.2 Graph showing ABC Analysis for the year 2017 43

4.3 Graph showing ABC Analysis for the year 2016 45

4.4 Graph showing ABC Analysis for the year 2015 47

4.5 Graph showing ABC Analysis for the year 2014 49

 EXECUTIVE SUMMARY

The project was undertaken to have knowledge about the Inventory Management in real
World.

The project was done at Sri Anagha Refineries Private Limited, Mangalore. It gives clear
picture of the “Inventory Management” of SARPL

For preparing this project report, I had been to the organisation, Sri Anagha Refineries
Private Limited, Mangalore, to study Inventory Management with the help of ABC Analysis
technique of Inventory Control.

It is very much clear that there is a wide scope for Sri Anagha Refineries Private Limited,
Mangalore. The organisation is developing day by day.

It was very exciting to experience the real corporate world in SARPL, Mangalore. From this
project I learnt about the Inventory Management Control. SARPL is a reputed organization
which has developed its goodwill in the market to compete with other famous brands such as
Adani Wilmar, KOF etc. SARPL is functioning well for the upliftment of the economy. Last
but not the least I would like to conclude SARPL as good Company to work as well as to
interact with people. All the workers and employees of the union motivated me.
CHAPTER 1: INTRODUCTION

Project works have become the bridge for students to enter to corporate level. Through
project work I got to know the real implication on theories learnt in the academics.

As per VTU guidelines every student of MBA program undertakes an individual project. So,
I did my project work from 3rd Jan to 16th Feb 2019 for a period of 6 weeks as a part of
academic curriculum under the mentorship of external guide of the organization. I choose
Anagha Refineries Pvt. Ltd. to do my project work in. My specialisation being finance, the
topic I had chosen to do the project on was ABC Analysis on the company’s inventory. All
the required data to do the analysis was collected from the company to do the above analysis.
I truly had the exposure to the financial aspect of a company, which indeed will surely help
be in my carrier. The term I spent at Anagha Refineries was more engaged with learning part
of inventory control. Thus, the project duration provided me with the opportunity to broaden
my knowledge, acknowledge my strengths/weakness that would be more helpful to shape up
my career in the future.

The project is primarily aimed to generate a proper understanding regarding inventory

control. It was an opportunity to imply all the theory knowledge obtained so far. This created
a way to develop myself in my academics and personality. Apart from general objectives, the
specific objectives are highlighted below:

 To study how to manage inventories with the help of ABC Analysis.

 To learn how to reduce cost involved in holding of inventory.
 To study how to balance the demand and supply of raw materials to the production
unit.
 To learn and apply theoretical knowledge practically in the workplace.
 To develop communication skills.
 To come up with the possible strategies with the study of inventory management
using ABC Analysis as the tool.
 To fulfil the partial requirements for the Master of Business Administration program.

1
INDUSTRY PROFILE

INTRODUCTION

Amongst 200 odd countries in the whole of world India is one of the largest producer of
oilseeds and the position of this segment is prominent in agriculture. Two of the most
sensitive essential commodities are oilseeds and edible oil. With the yield of around 1000 kg
a hectare India grows oilseeds on an area of over 24 million hectares. But self-reliance in
edible oil is not observed and the country acquires nearly half of its essential.

India has far-ranging of oil seeds crops cultivated in its various agro climatic regions.
Groundnut, mustard/rape seed, sesame, safflower, linseed, nigerseed/ castor are the major
conventional grown oilseeds. In recent years Soyabean and sunflower are playing prominent
role. Coconut is of great significance amongst the plantation crops. Among the non-
traditional oils, the great valued ones are ricebran oil and cotton seed oil. The Indian edible
oil industry is composed of some 16000 oil mills, 650 solvent extraction units, 300 vanaspati
units and about 500 refining units.

The National council of Applied Economic Research has forecasted the demand for below
three situations on the basis of per capita income growing by 5%, 6% and 7% annually. In the
lower level growth scenario to 35 million tonnes in the forthcoming. The industry is ruled by
the large segment. Segment which are unbranded narrates for anywhere between 85%
division of the crude oil gets sold as unbranded oil. The ratio of vanaspati, raw oil, and
refined oil in the whole of market is roughly calculated at 15%, 40% and 56% respectively.

The packaged edible oil segment is gaining a lot of traction and is expected to constitute
almost 55% of the total sales in the future and this growth may be large attributed to the fact
that consumers perceive (and to a greater extent it is true) that packaged edible oil are far
more better in terms of quality, more reliable and more economical as compared to other
alternatives. The growth rate of packed edible oil business is currently around 14% in a year.
Market leader Major Player, Marico Industries with its two main brands Sweekar and Saffola
with 14% market value. The second one in the order with 12% is ITC Agrotech’s Sundrop.
Then it is followed by Godrej Foods and HLL’s Flora.

2
HISTORY OF THE INDUSTRY

The existence of the industry can be witnessed even thousands of years before Christ. In
those times, usage of soya bean oil was made by Chinese whereas olive oil was used by the
southern Europeans. They realized that the heat of the sun had brought the seed oil to the
front, which is used for cooking. Later, humans successfully created the idea of squeezing or
heating seeds/ plants to extract oil. In early 1961, we started producing corn oil in the United
States. Far on in time, there realised many options like grape seed oil, cotton seed oil, etc.

The industry had a very fast expansion due to the betterment in technologies of oil pressing
and instigation of inventive technologies. Earlier, to extract the oil just the mortar and pestle
were used. Later on, lever and screw presses were introduced by the Greeks and Romans.
Over the period of time, substantially evolution of oil extraction technologies have taken
place. Now for consumption and industrial purpose there are various kinds of oil prevailing in
the market.

Oil extracted from vegetables are widely used for cooking in different cuisines.
This oil is extracted from various plants / seeds, which are not used for cooking but as content
of manufactured products. Soaps, perfumes, skin products, candles, cosmetics and personal
hygiene products. The oil, well known for its drying oil, is used in the manufacture of paints
and wood products. The edible oil has been modified for use as insulation in the electrical
industry due to its non-toxic and biodegradable characteristics.

The cooking oil production process involves extracting the oil from the plant components,
mainly seeds. Extraction is carried out mechanically in an oil mill or chemically extracted
with a solvent. The extracted oils are then purified, refined or chemically treated. Food oil
production stage:

 Cleaning and grinding of oil seeds

 Pressing oil seeds
 Using solvents to obtain maximum yield of oil
 Solvent retrieval
 Filtering
 Processing
 Refining

3
There are many facilities related to the production of edible oil. Equipment used in oil
production includes centrifuges, deodorants, cookers, dryers, oilseed expellers and ejector
presses.

SIGNIFICANCE OF EDIBLE OIL IN THE NATION’S WEALTH

Oilseeds and cooking oil are two of the most sensitive products. India has a strong oilseed
production. In the creation of agricultural wealth this sector places an important role. The
sector estimates a production of 10.5 million metric tonnes of nine cultivated oil seeds in the
year. India’s contribution towards oilseeds production is about 8%. India was accounted for
nearly about 8% of oil meal export.

CHARACTERISTICS OF EDIBLE OIL ECONOMY

Two major features one which set up the Technology Mission on oilseeds in 1986 contributed
significantly in the development of the sector. To extend the production of oil seeds it gave
impel to the Government’s efforts. A magnificent raise from 11 million in 1986-87 to 24
million tonnes in 1998-99 in the production of oil seeds was noticeable. The hitch in 1999-
2000 occurred for the reason being un-seasonal rain followed by the bleak weather. For the
reason the year witnessed a reduced production of 20 million tonnes. Nevertheless, the
production raised the bar in the year 2005-06. According to the third estimate of the Ministry
of Agriculture, between 2007 and 2008, nine major oilseeds are estimated at nearly 26
million tons. Other key features give the impression of the current state of oilseeds and the
mitigation programs that governments' economic policies provide the freedom to open
markets and stimulate healthy competition and self-management rather than protection and
control. These improvisation resulted in an increased competitive market stand over on both
domestic and inter-continental.

Sunflower oil is extracted from the seeds of sunflower. The plant is well known for its fancy
flowers. Their seeds are high in protein and provide a great quality of vegetable oil used in
preparing margarine and cooking oil. This oil is good for frying, contributes towards health
benefits and is light in taste.

GROWTH OF EDIBLE OIL INDUSTRY INDIA

Edible oil plays an important role in Indian food because it plays an important role in Indian
food. The oil industry in India is divided into three groups according to the technology used.

4
• Ghani is a key technology used to expel oil in the villages.

• Factories using intermediate technologies are located in cities.

• Large, sophisticated plants are located in larger cities and target larger markets.

Vanaspati is a "hydrogenated" oil. The first vanaspati factory was established in 1930 and
produced 298 tons. The industry received a premium of 1951 for import duties on World War
II and vanaspati. There were 48 factories with a production capacity of 3.3 lakh tons and a
production capacity of 155,000 tons. Production volume showed an upward trend and
reached 1260,000 tonnes in 1998-99.

Maharashtra has become the largest producer of vanaspati in India, although the industry has
made progress across India. Apart from Maharashtra there are these states which produce
edible oil i.e; Uttar Pradesh, Gujarat, Punjab, Andra Pradesh, West Bengal, Karnataka,
Rajasthan, Tamil Nadu and Madhya Pradesh. Main centres of edible oil industry being
Chennai, Akola, Modinagar, Kanpur, Ghaziabad, Indore and Vadodara.

Production of edible oil falls short of the domestic demand and the country will have to
import oil seeds and edible oil from other countries. When importing edible oil, the prices of
edible oil and their value may vary in foreign countries. Nevertheless, edible oil imports have
risen sharply since 1996.

INDUSTRY CHALLENGES

India is expected to see a significant increase in per capita food oil consumption over the
coming decades as a result of population growth and strong economic growth. To meet the
extended demand for oil imports are taking place which will strongly influence India’s trade
and domestic agricultural policies. Hence it is essential to reduce the dependence on edible
oil imports. This can be achieved by increasing oilseeds production in the country.

 Dependence on vagaries of monsoon

The variations and uncertainties found in the country which is caused due to the
dependence of cultivation on rainfed conditions and moisture unavailability
throughout the year. Improved varieties of quality Good seed availability is a major
constraint. Famers using the saved seeds which are old and are of obsolete varieties to
sown 80%of the yielding areas. It has been proven that quality seeds alone can
increase the yield to an extent of 30%.

5
  Lack of adequate seeds multiplication
For the availability of quality seed material there is a constraint of seed multiplication
through foundation and certified stages.
 Production in energy shortage the energy-rich cultures of India are growing under the
weight of famine. The low nutrient use of plants decreases the productivity of
oilseeds. All nutrients must be supplied in sufficient quantities to achieve high yields.
 Vulnerability to pests and diseases
Among the 65 major diseases which damage the oil seed crops only 16 i.e; 25% of
these diseases can be partially resisted. This indicates the tack of genetic insulation
against the majority of the diseases.
 Resource poor farmers
The technologies, new varieties of oilseeds and hybrids are hardly increasing the
production. There doesn’t exist further expansion in the area for farmers to cultivate
oilseed crops.
 The technical inefficiency of the oil industry Special attention was given to
developing the technical expertise and expertise needed to disseminate improved
rapeseed technology to field staff and oilseed producers.
 Low technology transfer The Indian processing industry faces several challenges,
including obsolete technology, reduced utilization of installed capacity, oil recovery
and higher unit prices. This leads to higher oil costs compared to other countries such
as China and the United States. This is mainly due to the low capacity, low technical
performance and low operating rate.

COMPANY PROFILE

Sri Anagha Refineries Private Limited is a Private incorporated company established on 03

July 2012. The company has set up its oil refinery plant in Baikampady, Industrial area,
Mangalore in August 2015 and started its commercial operations in October 2015. The
present capacity of the plant is 75 TPD with packing capacity of 500 TPD. The company is
engaged in refining of sunflower oil and palmolein oil. SARPL sells its products under the
brand names, ‘Sun Premium’ for sunflower oil and ‘Palmjyothi” for Palmolein oil. The
company has 275 distributers and about 125 traders across Karnataka, Kerala and Goa.
Recently, the company has completed the expansion involving enhancing its present capacity
of 75 tons per day to 150 tons per day. In addition, the company has laid a pipeline from

6
Mangalore Port to its factory. The company has also constructed 2 Edible oil storage tanks
with total capacity of 10000 tons at a distance of 3.5 kms from the port. The company also
has a dealership from Suzuki for selling of bikes and scooters at Mangalore.

COMPANY DETAILS

CIN U15122KA2012PTC064680
Company name SRI ANAGHA REFINERIES PRIVATE
LIMITED
Company address S.No. 10/1P, 11/8P, 12/3P, 12/4P, Industrial
Area, Baikampady, Mangaluru, Karnataka-
575001.
Registration number 64680
Class of company Private
Company category Company limited by shares
Company sub-category Non- Govt Company
Date of incorporation 03 July 2012
Age of company 6 years
Activity Production, processing and preservation of
meat fish, fruit, vegetable oil and fats.
Authorised capital Rs. 150,000,000.
Paid up capital Rs. 74,412,801.
Listing status Unlisted

7
PROMOTERS

DIN Director Name Designation Appointment Date

07422446 SUBBA NAIDU Director 01 February 2016
RAVILLA
02028039 BOPPANA SATYA Director 04 March 2015
NARAYANA RAO
05264092 VENKATA PHANI Director 03 July 2012
NADELLA
05264099 NADELLA Managing Director 03 July 2012
VENKATA
SAMBASIVA RAO

VISION

“To achieve a passionate commitment to social obligations to the community and improve
the quality of life by promoting sustainable and integrated development"

MISSION

“To act as a facilitator for persons without distinction of class or community, sector, religion,
class or belief in the fields of health, economic well-being and general economic
improvement.”

QUALITY POLICY

The SARPL is committing to the upliftment of the economy by supporting to produce oil of
good quality and continually satisfies customer expectations by timely delivery of good
quality of oil meeting to legal standards by developing a healthy relationship with the
suppliers and motivating the work force to adhere to good manufacturing practices.

8
PRODUCT PROFILE

Sun Premium sunflower oil: It is cold-pressed. Cold presses require a minimum of treatment
to produce a light and rich oil suitable for certain uses of cooking. The procedure involves
degumming, neutralisation, bleaching, dewaxing and deodorisation.

Nutritional information of the product

Energy- 900 Kcal, Fat- 100g, Carbohydrates and protein- 0g, Cholesterol- 0 mg

Ingredients- Refined Sunflower oil, permitted Anti-Oxidant TBHQ (E-319)

Contains- Vitamin A 750mcg (2500 I.U.) and Vitamin D 5mcg (200 I.U.) per 100g

Price details- 1 ltr: Rs.125, 5ltr: Rs.540, 1 unit: Rs.1430

1.1 Refining process

DEGUMMING NEUTRALISATION

BLEACHING WATER WASHING

FILTRATION THROUGH PLF

BLEACHED & FILTERED OIL

DEWAXING

DEODORISATION
FFA

REFINED OIL

9
Palmjyothi: Crude palm oil is obtained from the hydrolyzed portion of palm oil. The
extracted crude palm oil contains undesirable impurities that must be partially or completely
removed by a purification process to produce a good edible oil. These impurities are
phospholipids, free fatty acids, colored pigments, moisture, oxidizing substances, metallic
impurities and water-soluble impurities.

Nutritional information of product

Energy- 900 Kcal, Fat- 100g, Carbohydrates and protein- 0g, Cholesterol- 0 mg, Saturated
Fatty Acid- 48g, Mono Unsaturated Fatty Acid- 41g, Poly Unsaturated Fatty Acid- 11g

Ingredients- Refined Palmolein, Permitted Anti-Oxidants

Price details- 1 ltr: Rs.96

10
Refining process

BLEACHING

FILTERATION THROUGH PLF

BLEACHED & FILTERED OIL

DEODORISATION FFA

REFINED PALM OIL

AREA OF OPERATION

SARPL established in the year 2012 and covered Dakshina Kannda and Udupi jurisdiction.
The Company’s plant is situated at Industrial area, Baikampady, Mangalore with the plant
capacity of 75 TPD. Presently the company covers the whole of southern part of India which
includes Karnataka, Kerala, Tamilnadu and Andra Pradesh.

INFRASTRUCTURE FACILITIES

The company's state-of-the-art production facilities for edible oil refineries are located in the
Mangalore Baikampady Industrial Zone. SARPL has a modern infrastructure to help you
build your product line with the exact specifications required by the market. SARPL has
state-of-the-art processing machines, used for production in accordance with international
quality machines. The company is constructed in an area of 12acres with the plant capacity of
75 TPD and packaging capacity of 500 TPD. The office building of the company is
constructed in about 6000 sq.ft. The plant installed is of latest technology and Government
prescribed. The plant and the office building both have 100% of power backup facility.
SARPL has the quality assurance staff who do their work to the fullest.

11
COMPETITORS

Comparative competitors’ analysis with specific emphasis to net profit ratio

Anagha Refineries Pvt.Ltd- 0.42, Adani Wilmar Ltd- 5.2, Mother Dairy- 4.1, Cargil- 4,
Marico- 3.9, Agro Tech Food Ltd- 4.9, Gokul Refoils and Solvent Ltd- 0.21, JVL Agro
Industries Ltd- 1.4, Ruchi Soya Industries Ltd- 0.2, Sunwaria Agro Oils Ltd- 0.9,
Emami Agro Tech Ltd- .03

 Market share of Anagha Refineries Pvt.Ltd is 5% with the annual turnover of

Rs.450cr.
 Market share of Adani Wilmar is 15% in the edible oil section and with the annual
turnover of Rs.5000 cr
 Market share of Ruchi is 18%. The soythern region of India accounts 70% market
share in sunflower oil segment. Turnover of Ruchi is Rs.17000 cr.
 Dhara oil enjoys 9% market share in edible oil section. Dhara turnover is Rs.750 cr.
 Cargill market share is 12% in edible oil section with the annual turnover of
Rs.1600cr.
 Sundrop market share is 14% with the annual turnover of Rs.500 cr.
 Marico has the market share of 8% with the turnover of Rs.4700 cr.

Adani Wilmar Ltd is the major player in the edible oil segment because of its brand fortune
and having the turnover of Rs. 22600 crores. The other major players in the market which
give competition to Anagha Refineries Pvt.Ltd are Agro Tech Food Ltd, Gokul Refoils and
Solvent Ltd, JVL Agro Industries Ltd, Ruchi Soya Industries Ltd, Sunwaria Agro Oils Ltd,
Emami Agro Tech Ltd.

These companies are considered as a competition to Anagha Refineries Pvt.Ltd for the
following reason:

 Because of the difference between the financial data.

 Their market share
 Their penetration in different region in the country

12
SWOT ANALYSIS

STRENGTHS
The advantage is defined as the best in the fields of activity where each company can exceed
its competitors.

 Strong vision: Company has a vision that does not work as an individual that will
help the economy and develop individually.
 Core values: The Company having the core value strong as in it is ethical which acts
as the strength to it.
 Strong financial records: The Company has progressed continually without having
any down fall and has made a good financial record.
 Uses health platform: People now a days are very much bothered about their health
and the company emphasizing on it benefits the company itself by increase of sakes.
 Strong distribution network: Though there is a strong competition existing. The
company has penetrated market and found a good number of distributors to conduct
distribution function for them in their present jurisdiction.

WEAKNESSES
Weaknesses are used to indicate areas in which a business or brand needs to be improved.

 Limited market penetration in rural area: The Company is situated in urban area.
The company has not penetrated or bought the awareness of the product in rural area
and the price doesn’t much the expectation of rural population and their standard of
living.
 Price of product is slightly high that effect the demand: In the market there are
several edible oil which has slighter low priced with not much difference from the
product of SARPL. This effects the demand of the product.
 No other products marketed: The Company is engaged only in refining edible oil
and marketing the same. They haven’t diversified in terms of their product. Whereas
their competitors market even other products.
 Low advertising: Since it is a local brand, it can’t match up to the market penetration
of its competitors who are already an international brand.

13
OPPORTUNITIES

An opportunity refers to such means in an environment surrounding businesses that can be

capitalized to increase profits.

 Sharp increases in demand of branded oil: Gone are those days of people buying
loose oil from small grocery stores. The development in retail sector has increased the
awareness and demand of branded oil which will create demand for SARPL products.
 Health conscious people increasing: The growing population have become
conscious about their health but will not be able to give upon the habits and since the
product is marketed as it has health benefits, both the aspects support each other and
increases the sales.
 Product line extension: The Company is just focused on edible oil which has the
potential and opportunities to process and market other food products.
 Arrival of new technology: Edible oil industry has constant change in technology of
refining the oil which in turn reduces the cost of processing. By this means the
company has the opportunities of reducing the cost of production.
 Loosening of regulations: The opportunities to the company if the Government
loosens the regulations on importing and other aspect will help the company grow
faster and better.
 Removal of International trade barriers: This will help the company import more
crude oil and export their products to foreign countries.
 Expand geographical presence: Now the company’s jurisdiction is compelled to
southern part of India which even has the opportunities to expand their presence to the
rest of India.

THREATS
Threats are an environmental factor that can affect business growth.

 The threats of low price competition: Other brands of this industry have slighter
low price products which effect the demand of SARPL products.
 Highly competitive industry: There are more number of entrants and many existing
competitors together are a threat to the company.
 Strong competition: There are already international brands in the market which has
better market penetration.

14
  People reducing the use of oil due to health reasons: The Company if not able to
convince the market with their intention of selling the oil which has health benefits,
demand for it will surely decrease due to health reason of the market.
 New regulations: Any new barriers will affect the production capacity of the
company.
 Increased trade barriers: This will affect the procurement of oil and cuts down the
opportunity of expanding internationally.

FUTURE GROWTH AND PROSPECTS

Products CAGR (%)

Sun premium sunflower oil 5
Palmjyothi oil 15.2

With the rapid increase in consumption and import of edible oil, the Indian food industry is
experiencing strong growth in this area. India is one of the largest food oil importers in the
world and one of the largest producers of mustard seeds. A relatively strong growth in the
consumption of edible oil. Globally, India stands fourth largest edible oil economy.

Edible oil industry has transformed from unorganised sector to organised sector with the
various national and multi-National brands over ruling the segments. The segment across the
country holds great potential on account of the rising edible oil consumption in India. In
India,
The South Island is the largest edible oil center and there is a wide variety of edible oil in the
country. South and West India is becoming a preferred destination for investors because of its
rapidly developing industrial sector, access to shipment facilities along with preferable agro-
climatic conditions.

One of the refining process SARPL is engaged in is refining of palm oil. Since in India palm
oil is highly consumed because of its industrial utilisation. Palm oil is also used for cooking
purpose in the Southern regions of India due to ease in availability of palm oil and direct
access to shipment and ports. The demand for palm oil has showcased a steady growth during
the previous years. The growth is driven by increasing out of home consumption and raising
per capita income.

15
Projections for the future suggest that this market is poised to grow gradually and steadily
during 2015 to 2019 at a CAGR of 15.2%.

Another refining process in which the company is engaged in is refining of sunflower oil.
Sunflower oil market in India has surged at a noticeable growth rate due to rising income
levels, changing trends of consumer spending, better living standards and raising health
consciousness among domestic consumers. India has a contribution of 1.5% in the global
sunflower oil production with Karnataka, Andhra Pradesh, Haryana and Maharashtra being
the major hubs for the sunflower oil production. Sunflower oil one of the most expensive oil
in the country. The urban market contributes more towards the sales of the sunflower oil
compared to the rural market. North India has been the largest consumer of sunflower oil in
India. The domination of North India has been perceived on account of large cluster of urban
population. India has been regarded as one amongst the major producers of sunflower oil.
In the long run, the sunflower oil industry is expected to grow rapidly as a result of rising per
capita income and urban population growth in India.

Projections of the future suggest that this market is poised to grow gradually and steadily
during 2014 to 2019 at a CAGR of 5%.

16
FINANCIAL STATEMENT

1.3 Table showing Balance Sheet of SARPL (in cr.)

2018 2017 2016 2015 2014

EQUITIES AND
LIABILITIES
SHAREHOLDER'S
FUNDS

Capital 2.85 2.85 2.85 2.85 2.85

Total Share Capital 2.85 2.85 2.85 2.85 2.85

Reserves and Surplus 35.68 33.77 28.05 19.46 10.30

Total Reserves and 35.68 33.77 28.05 19.46 10.30

Surplus

Total Share Holders 38.53 36.62 30.91 22.32 13.15

Funds

NON-CURRENT
LIABILITIES
Long Term Provisions 0.11 0.11 0.11 0.07 0.05

Total Non-Current 0.11 0.11 0.11 0.11 0.07

Liabilities
CURRENT
LIABILITIES

Short Term 43.13 0.00 0.60 6.59 43.52

Borrowings

Trade Payables 632.91 786.06 1,012.23 943.02 753.58

Other Current 82.29 90.83 199.25 131.33 85.33

Liabilities

Short Term Provisions 0.00 0.00 0.00 0.21 0.00

17
 Total Current 758.33 876.89 1,212.09 1,081.15 882.43
Liabilities

Total Capital And 796.97 913.62 1,243.10 1,103.54 895.63

Liabilities

ASSETS

NON-CURRENT
ASSETS

Tangible Assets 0.33 0.46 0.71 1.05 0.59

Fixed Assets 0.33 0.46 0.71 1.05 0.59

Non-Current 4.10 4.10 4.10 4.10 1.00

Investments

Deferred Tax Assets 0.13 0.20 0.12 0.07 0.03

[Net]

Total Non-Current 4.56 4.76 4.94 5.21 1.62

Assets

CURRENT ASSETS
Inventories 0.00 0.24 0.32 0.94 4.54

Trade Receivables 351.22 277.51 206.53 283.53 137.77

Cash And Cash 373.36 535.21 914.00 754.02 692.26

Equivalents

Short Term Loans 0.00 0.00 102.06 44.15 38.56

And Advances

Other Current Assets 67.82 95.89 15.25 15.69 20.88

Total Current Assets 792.41 908.86 1,238.16 1,098.32 894.02

Total Assets 796.97 913.62 1,243.10 1,103.54 895.63

18
1.4 Table showing Profit and Loss Account of SARPL (in cr.)

2018 2017 2016 2015 2014

INCOME
Revenue From 1,207.03 1,233.70 1,181.63 1,910.06 1,815.14
Operations
[Gross]
Revenue From 1,207.03 1,233.70 1,181.63 1,910.06 1,815.14
Operations [Net]
Other Operating 26.67 0.00 29.45 66.34 62.75
Revenues
Total Operating 1,233.70 1,233.70 1,211.08 1,976.40 1,877.88
Revenues
Other Income 1.23 1.23 12.55 5.66 1.41
Total Revenue 1,234.93 1,234.93 1,223.63 1,982.07 1,879.30
EXPENSES
Cost Of Materials 0.00 0.00 0.00 0.53 5.33
Consumed
Purchase Of 1,190.33 1,190.33 1,207.53 1,951.64 1,828.54
Stock-In Trade
Operating And 0.00 0.00 0.00 0.00 2.11
Direct Expenses
Changes In 0.24 0.24 0.08 0.09 4.13
Inventories Of
FG,WIP And
Stock-In Trade
Employee 0.74 0.74 0.80 0.87 0.92
Benefit Expenses
Finance Costs 7.82 7.82 3.49 10.68 7.27
Depreciation And 0.15 0.15 0.22 0.34 0.27
Amortisation
Expenses
Other Expenses 32.85 32.85 2.48 4.92 16.76
Total Expenses 1,232.13 1,232.13 1,214.60 1,969.07 1,865.32

19
CHAPTER 2: CONCEPTUAL BACKGROUND AND LITERATURE
REVIEW

THEORETICAL BACKGROUND OF THE STUDY

Inventory refers to the sum of items of the type of personal property sold in the ordinary
course of business during the production process for sale. "Stocks are called the blood of life
in the making." However, an excess or insufficiency of stocks will hinder the proper
functioning of production. Inventory plays an important role in the working capital of the
company and helps to maximize the profits of the company.

On the financial side, the term "inventory" refers to "the sum of raw materials, fuel and
lubricants, spare parts, consumables, semi-finished products and finished products at any one
time".

In the accounting sense, the inventory is a set of finished products, production materials,
spare parts, raw materials and products in progress. Inventory costs represent the capital
associated with your business. The company must maintain an appropriate inventory
management system to combine economy and service. To this end, the company is constantly
exposed to new inventory management tools.

Inventory represents a very important part of the total assets of most of the company. In the
past forty years there have been considerably a vast advances in the study of inventory
managed. Inventory management, shipping and warehouse management have also been
improved. All of these factors have increased the company's turnover.

Functions of the inventory

The materials, manufacturing and marketing departments are the three main operating
subsystems of the company. These input purchasing tasks become permanent work and create
an output through sales. Subsystems such as finance and human resources meet the needs of
the three operational subsystems. The system is connected to a chain that generates heat from
the interface. These three subsystems are interdependent because the output of one system
acts as an input for another system. By maintaining an adequate stocks, the lines can be
balanced. It has to be maintained in a way that breakdown in any sub-system must not affect
the other sub-system.

20
Inventory types

On the basis of the usage of the inventory they are been classified. This classification will
help the management to take the decision of which tool to use to control the inventory.

Raw materials

The raw materials enter into mass production and are converted into output. When the supply
goes down, the production line becomes inactive and its meaning is easy to understand. The
supply of raw materials affects the turnaround time, depending on whether the local
distributor or a foreign vendor provides it. The level of holding of raw materials even
depends on Government restrictions and credit situations.

Consumables

They are substances that act as catalysts in production processes and are not directly reflected
in the results. Their duty is to look after the smooth functioning of the production process.

Bought-out components

Companies in the engineering and consumer goods sector do not always produce 100% of
their production from raw materials. Sometimes you find that it is cheaper and more
convenient to buy inventory from regular suppliers. This helps you focus on critical parts and
assemblies.

Work-in-progress

It acts as a buffer within the manufacturing subsystem itself, including groups of machines
and assembly lines, also known as work subsystems. The raw material must undergo a
combination of operations before taking the form of a product.

Finished goods

They act as a buffer between the production and marketing departments. The consumption of
this stock depends on the market. The inventory of finished products is managed by the
marketing department of the company.

Spares

It alone retains an important type of inventory. Their consumption patterns are different from
other stocks. The stocking policies are different. The usage of spare parts differ from industry
to industry.
21
Objectives of inventory management

The goal is to balance the need to minimize investments and extend the delivery time.

 To have stocks available as and when required.

 Determine which items are in stock and what to buy when ordering.
 Maintain all expenses in the budget.
 Ensure adequate supply of all types of inventory.
 Provide a permanent inventory value and a reliable basis for the preparation of the
financial statements.
 Reduce stock transportation costs
 To bring about economies in purchasing.
 To minimise the investment on inventories and their carrying cost.
 Respond to a high percentage of demand without creating excess inventory.
 Act as administrator in the event of loss of inventory.
 Contribute to the economic well-being of the country.
 Contributes to profitability.
 Maintain the responsibilities of the inventory correctly.

Importance of inventory control

Inventory is a modern phenomenon. The cost of holding inventory is an important factor in

inventory. Transportation costs include warehouse costs, including interest, rent and taxes,
insurance, labour, overhead costs such as electricity, water and maintenance of money
invested in stocks. Cost of material handling equipment, inventory reduction, evaporation,
deterioration or corruption. For India, this cost varies from 28% to 32% of the total cost.

Approaches to selective control

To effectively manage your company's inventory, you need to use a systematic approach to
inventory management. The system approach takes into account all factors that affect the
inventory in a model. A model called a system can group multiple subsystems to achieve a
single goal. This aims to minimise the cost. The systems and sub-systems are as follows:

 Periodic inventory system

 Fixed period order system
 Single order system

22
  Perpetual inventory system
 Continuous stock taking system
 Two bin system
 Statistical inventory control system
 Ordering cycle system
 Mini max system
 Budgetary control system
 Ordering system

Types of inventory control

 ABC Analysis
 X-Y-Z Analysis
 S-D-E Analysis
 M-N-G Analysis
 F-S-N Analysis
 HML Analysis
 VED Analysis
 G-NG-LF Analysis/ GOLF Analysis
 S-OS Analysis

ABC Analysis

It refers to a very important principle, "minority minority". Statistics show that only a small
number of items make up the bulk of annual material expenditures. Some of these elements
are called "A" elements and play a key role in your business. Other items called "B" and "C"
are many but less important. This analysis divides all articles into three categories: A, B and
C. Based on annual usage. This allows leaders to pay attention to the most important
inventories.

Item 'A' - 20% of items represent 70% of the annual consumption value of the item

Item "B" - 30% of items represent 25% of the annual consumption value of the item

Item "C" - 50% of items represent 5% of the annual consumption value of the item

Item A, In general, 5 to 10% of all items rarely account for 70 to 75% of the total amount of
material consumed.

23
Item B: Typically 10-15% of total items and 10-15% of total material expenses.

Item C: The quantity (90% of total items) is high and low (5 to 10% of total annual
equipment expenses), and it is not important that the items do not require complete
management.

The policies governing the ABC method of inventory management

A item

 Strict inventory control and very safe storage.

 A items helps to forecast the sales.
 These items require frequent reorders.
 They are been prioritized and made sure there will not exist any unavailability of A
items.

B item

 These elements are not as important as the elements A, but they are more important
than the elements C.
 Since the material is between A and C, any inclusion in Category A or Category C is
monitored.

C item

 These elements are less important than the other two categories.
 They are reordered as and when required to be made a real purchase.
 These items are of low demand which in turn is purchased only when it is stocked out.

Uses of ABC Analysis

 ABC analyzes are widely used in supply chain management, inventory identification
and inventory systems, implemented with cycle counting systems.
 Very useful for reducing working capital and shipping costs.
 It is advisable to keep working capital available without being linked to stocks posing
a risk to health.
 Helps companies keep track of the value of their assets at the same time, as they
become more able to identify their inventory and maintain control over valuable
products.

24
  Also reconcile the order process and secure the inventory to secure the inventory.
 Category C items move slowly and do not need to be rearranged at the same
frequency as items A and B.
 When raw materials fall into this category, you can tell wholesalers and distributors
which items require inventory and can be replaced.
Advantages of implementing ABC Analysis method of inventory control

 Using this method, you can control expensive items in which a large amount of
capital is invested.
 With this method, items that do not need to be pinched can be out of stock and always
at the optimal stock level.
 Maintain higher inventory turnover by systematically controlling inventory.
 Save money with this tool.
 There are provisions that will have enough C elements to be retained without
compromising larger products.

Disadvantages of ABC Analysis

 For this method to be effective and the desired results to be achieved, materials should
be standardized in the store.
 The analysis requires a good coding system to work.
 Since this method focuses on the cost savings associated with inventory conservation,
it probably ignores other more important factors for your business.

Conclusion

This model works by paying attention to important elements or certain important elements
and by not paying unnecessary attention to unimportant elements. Each category has its own
meaning.

Prioritizing attention and attention is focused on identifying and controlling costs in the
supply chain system. In order to obtain the best results from this model, special attention
should be paid to expensive items.

Steps in calculation of ABC Analysis

Step 1: Separate purchased items from the manufactured ones

25
Create two item lists. One list for the items that are purchased and the other one for
manufactured items. This way a complete look at the highest, mid-range and low costs in
each category is obtained. Because the annual cost of the manufactured items are higher than
that of the purchased items.

Step 2: Collect the standard cost and annual usage of data for all the purchased items.

Create three columns. The first column is to enter the part numbers or names. The second one
is to enter the unit cost of each listed inventory item. The third column Is to enter the annual
demand for each of the listed item.

Step 3: Calculate the annual expenditure for all the parts

Next, create a forth column for the calculation of annual expenditure. To get this number,
simply multiply the unit cost of the item with its annual demand. This will give the annual
expenditure of each item.

Sort the annual expenditure in descending order so that the highest annual expenditure value
are on the top.

Step 4: Calculation of the cumulative running total

The next step is to calculate the cumulative annual expenditure. It is simply the running total
of each item’s annual expenditure that accumulates to equal the total annual expenditure of
all the items. For each row, the cumulative running total should be equal to the sum of the
annual spend of all items before it, when sorted by annual expenditure in descending order.

Step 5: Identification of class A items

To determine which parts should be classified as class A items, you must first find the point
that acts as a threshold for 80% of the total annual expenditure.

Target total annual expenditure threshold (A items) = Total annual expenditure for all
purchased items x 80%

Round the calculated target total annual expenditure down to the nearest ones to see the
general estimate of the threshold. That is, in order to be considered as the A items.

Compare the cumulative annual expenditure with the target. Find the first row greater than
the target acts as your first estimate of the cut-off point for an item to be considered class A.

26
Compare the annual expenditure of the items on the threshold between class A and class B. if
there is not a significant difference between the two items on either side of the threshold,
raise or lower the threshold as needed as that there is a meaningful gap between where A
items end and B items begin.

Step 6: identification of Class B items

Class B items will represent the next 15% of the total annual expenditure.

Target total annual expenditure (B items) = Total annual expenditure for all purchased items
x 95%

This estimated cut-off may include some of designated class A items depending on how the
threshold is adjusted manually. A meaningful adjustment needs to be done to find the cut-off
point. Designate the appropriate non-A items.

Step 7: Identification of C items

All remaining items that do not meet the requirements to classified as class A or class B are
simply labelled with a ‘C’ in the ABC classification column.

27
2.1 LITERATURE REVIEW WITH RESEARCH GAP

Author/ Researcher Title of the Article/ Objectives, Outcome Gap Identified

Study or Findings

1.Brent D Williams, A review of This article tells that The study in

Travis Tokar (2008) inventory there are two themes hand does not
management which are merged in the involve any
research in major study. First being the themes and
logistics journals traditional i.e; mainly doesn’t
transportation and consider the
warehousing with transportation
inventory management cost and
decisions, secondly with warehousing
the collaborative cost.
models.
2.Frederick Craig Studies of inventory The study introduced a The study in
Zahrn (2009) control and capacity feet composition model hand doesn’t
planning with with a novel include any
multiple sources composition model with technical
a combination of analysis.
characteristics and
technical analysis was
been performed
facilitating the solution.
3.Jose Roberto do Spare parts The classification of The study in
Rego, Marco inventory control items in category in an hand doesn’t
Aurelio de Mesquita important tool to focus on the
(2010) prioritize the inventory software used or
control with the help of the hardware
the software and resources and
hardware resources neither on the life
items are classified cycle of any
dynamically according item. The study

28
 to their stage in the life cannot make
cycle helps managers to decisions on the
choose and calibration initial orders. It
of models for each item. cannot manage
The term ‘model’ is not the stock of
just the procedure of future demand.
inventory control, but
also helps to the
decision of initial
orders, final order and
disposal including the
demand forecasting
method.
4.K. V. A study on inventory This job involves The study in
Sunitha(2012) management in keeping an accurate hand doesn’t not
Sujana metal record of the finished believe that the
products limited product ready for system of
shipment. Demand and inventory
supply are in a subtle management
equilibrium and stock must include any
management is hoping high quality
the balance will not be software.
distributed. Highly
qualified inventory
management and high
quality software can
help you manage your
inventory successfully.
5.Surabhi Dwivedi, Inventory The study points out The study in
Arun kumar , Preeti Management: A that ABC analysis is a hand focus not
kothiyal (2012) Tool of identifying feasible and effective just on the
items that need technology for finished goods
greater attention for inventory management. but also on the

29
 control This will help improve procurement of
the availability of raw materials for
medicines. It identifies the production.
drugs that require strict
control for optimal use
of resources.
6.Lawrence Inventory This approach implies The study in
Imeokparia (2013) management system that inventory hand neither
and performance of reservations often put depends on the
food and beverages pressure on third-party customer
companies in logistics service feedback nor
Nigeria providers who expect involve them.
customers to meet
inventory requirements
and face inventory
management issues
directly.
7.Md. Sakil Ibne A study on Organized and The study in
Sayeed (2013) warehouse efficiently managed hand doesn’t not
management of REB warehouses can enable consider the
the proper management distribution of
of materials and procured raw
responsibilities at the material.
right time, if any, in the
right conditions.
Maximum profitability
with minimal
investment due to the
cost of orders and
shipping of materials to
all user departments.
Provides service and
control functions for the

30
 material flow into and
out of the enterprise.
8.Eleonora Kontus Management of The study included a The study in
(2014) inventory in a new mathematical hand does not
company model to calculate the require any
net savings resulting mathematical
from changes to the tool. Doesn’t
inventory policy. This make any
study shows the changes in
relationship between the inventory policy
independent variables and classifies the
that determine net item without any
savings as a dependent dependence of
variable due to changes the item on each
in the inventory policy. other.
This template is used to
modify the inventory
policy.
9.Serhii Ziukov A literature review This study has The study in has
(2015) on models of published a review of the inventory
inventory the literature on system under
management under inventory management control.
uncertainty models under
uncertainty. The
existence of these two
models shows that
fuzzy set theory is one
of the appropriate
methods.
10.Lilian Tundura, Effect of inventory This study attempted to The study in
Daniel Wanyoike control strategies on evaluate the impact of hand is not
(2016) inventory record cycle recordings on the influenced by
accuracy in Kenya accuracy of inventory any stage of

31
 power company, records at Kenya Power cycle counting
Nakuru in Nakuru. The results and has no harm
of the study confirm on the accuracy
that cycle accounting on the inventory
has a significant records.
positive impact on
inventory accuracy.
Therefore, this study
concluded that periodic
calculations are a
determining factor in
the accuracy of
inventory records.
11.Roselyne Inventory Studies have concluded The study in
Wanjiku Gitau management that there is a hand uses ABC
(2016) practices and significant relationship Analysis whereas
organizational between inventory the comparative
productivity in management practices one relies on
parastatals in Kenya in parastatals in Kenya EOQ method of
and organizational inventory
productivity. control.
12.Stephen Aro- Contemporary This research attempted The study in
Gordon (2016) inventory to study and summarize hand is discrete
management inventory management with the decision
techniques: a as a major management to be made on the
conceptual concern. Twelve viable classification of
investigation options related to the items to enter the
operation of warehouses production and
and stores. You can doesn’t consider
increase your bottom the services to
line by offering customers and
affordable storage, stakeholders.
product, materials and

32
 services to your
customers and
stakeholders as quickly
as possible.

13.Manohar H M, S Stabilization of The study suggests the The study in

Appaiah (2017) FIFO system and method of priority hand doesn’t
Inventory scheduling and flow involve two
Management racks system for a better strategies to
control on the manage the
production and their inventory.
storage capacity can be
increased which will
also be helpful in
tracking of the
component for
accurate.to forecast the
demand of further
months XYZ Analysis
is suggested. For the
allocation of
components to the racks
ABC analysis is used by
which we can place the
component with respect
to their importance
14.Hong Shen, A case study of The study insists that The study in
Qiang Deng, inventory reducing on hand doesn’t ask
Rebecca Lao, Simon management in a procurement of to reduce the
Wu (2017) manufacturing inventory is important procurement of
company in China aspect of inventory inventory. It
management. The fulfils the
balance of cost and demand for the

33
 benefit should be inventory.
considered.
15.Irem Yavuz, A literature review The study tells that the The study in
Merve Şanlı, of visual inventory inventory management hand will not
Muhammed Turgut management system requires require much of
(2017) investment and time. investment and
All the information time if
regarding the same must information
be maintained to use it recorded as the
as and when required. purchases are
This reduces the time made.
consumption and
unnecessary investment.
17.Pratap A study on inventory From the study it is The study in
Chandrakumar, management and shown that buying of hand is similar
Gomathi Shankar control materials and shortage one with but not
(2017) occurs due to improper in case of the
way of forecasting the software used to
demand. ABC analysis know the
is carried to find out the importance of
materials which are each item.
moves fast and
important to the
company and which is
differs from sales and
volume in the
inventory.
18.Atnafu, Balda The impact of This study describes the The study in
(2018) inventory relationship between hand is not
management inventory management dependable on
practice on firms’ practices, competitive the competitors’
competitiveness and advantage and inventory
organizational organizational management and

34
 performance: performance. This study is independent.
Empirical evidence suggests that improving
from micro and competitive advantage
small enterprises in and organizational
Ethiopia performance can
improve inventory
management practices.
19.Noucaiba Sbai, A literature review This article presents a The study in
Abdelaziz Berrado on multi-echelon review of the literature hand doesn’t
(2018) inventory on multistep inventory have the
management problems. Depending confusion in
on your network choosing the
architecture, your suppliers and
system may involve customers. The
multiple vendors and finite decision is
customers. This model made using the
is useful for decision- model which
makers to find gives a clear
alternatives for picture to the
choosing the right Manger of the
multi-step inventory inventory
system. control.
20.Xiaoting Hu Research on This study shows that The study in
(2019) customer geographic there is a positive hand is not
proximity and relationship between dependable on
inventory geographic proximity the geographic
management- and stock control levels. proximity instead
empirical evidence The higher the it relies on the
from Chinese geographic proximity of production
manufacturing listed the customer, the lower capacity of the
companies the inventory rate, the company which
higher the stock indirectly
turnover rate. dependable on

35
 the demand.

36
CHAPTER 3: RESEARCH DESIGN

Statement of the problem

Since the inventory control is important and it’s contributes for cost reduction, the
organisation need to adopt the various control techniques of inventory. It helps to reduce the
material handling time, handling cost and also reduces the obsolescence. Many researchers
conducted the research on this by using many techniques. But a very less people has done
research on this topic using ABC analysis. So I found a lot of grey area in this field.
Therefore I choose this problem “A Study on ABC Analysis with reference to Sri Anagha
Refineries Pvt. Ltd. Mangaluru”.

Need for the study

Inventories play vital role in production of edible oil. The inventory ensures operation
smoothness. In most companies, a significant portion of the capital is invested in stocks. Most
stocks account for about 60% of total liquid assets. As a result, the company's management
needs to focus on effective inventory regulation to optimize working capital.

 Stocks must be well managed to prevent leakage, corruption and deterioration, aging
and material waste.
 We aim to improve material handling, reduce material costs, increase production and
generate huge profits.
 The company needs inventory for a smooth activity.
 Inventory management aims to ensure sufficient availability of equipment and quality,
where appropriate, and minimize investments in inventory assets. Proper inventory
management and management is therefore essential.
 It accounts for about 60% of total liquid assets. As a result, the company's
management needs to focus on effective inventory regulation to optimize working
capital.

Objectives of the study

To know the inventory control techniques in the Industry.

To understand the effectiveness of ABC techniques of inventory control.

To study the impact of ABC inventory control technique on reducing inventory handling cost.

37
To summarize findings, conclusion and to recommend the suggestion.

Scope of the study

The scope of inventory management is to determine the EOQ formulation of inventory

policy, to determine the lead time, to understand the effectiveness of running stores, to
determine the organisation structure, to determine the safety stock levels and to understand
how to reduce the inventory handling costs.

Research methodology

For the study descriptive methodology has been adopted. Since the data is extracted from the
records of the company the descriptive method will be appropriate to solve the problem.

The methodology resorted to data collection is in both

 Primary data
 Secondary data

Primary data collected by interacting with the purchasing manager and the account manager.

Ancillary data comes from the company's historical archives and files, financial statements,
journals and the Internet.

Location of the study: The study was conducted at Sri Anagha Refineries Pvt. Ltd.

Sampling design

 The sample unit is Sri Anagha Refineries Pvt. Ltd.

 The sample size selected is 16 raw materials which are been purchased for the
production and sales of the cooking oil.
 Communication was used as tools and techniques of the data collection.

Limitations:

 The study is limited only to SARPL.

 Due to confidentiality the company was not in a position to disclose some
information.
 Due to lack of time the detailed study is not possible.

38
CHAPTER SCHEME

The report of the study includes the following five chapters

CHAPTER 1: INTRODUCTION

This chapter includes introduction to the project study, industry profile and the company
profile which includes information about promoters, vision, mission and quality policy,
product profile, area of operation, infrastructure facilities, competitors’ information, SWOT
analysis, future growth and prospects and financial statement.

CHAPTER 2: CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

This chapter includes theoretical background of the study and twenty literature review with
the research gap.

CHAPTER 3: RESEARCH DESIGN

This chapter includes the statement of the problem, need for the study, objectives, scope of
the study, research methodology and limitations.

CHAPTER 4: ANALYSIS AND INTERPRETATION

This chapter includes analysis and interpretation of the data collected in tabulated form with
graphs.

CHAPTER 5: FINDINGS, CONCLUSION AND SUGGESTIONS

This chapter includes summary of findings, conclusion and suggestions to the company.

39
CHAPTER 4: ANALYSIS AND INTERPRETATION

4.1 Table showing calculation of ABC Analysis for the year 2018

Item Raw Unit cost Annual Annual Cumulative Category

No material (Rs.) demand expenditure (Rs.)
(units) (Rs.)
R1 Palm loose 71.9884 40624011 2924457553 2924457553 A
R2 Crude 67.9279 12020960 816558568 3741016121 B
sunflower
oil
R3 Empty tins 68.4998 891375 61059009 3802075130 C
R4 Films palm 168.9413 157695 26641182 3828716312 C
jyothi (1 ltr)
R5 Palm jyothi 10.9 2307980 25156982 3853873294 C
1 ltr CG box
R6 Films palm 185.9995 61589 11455523 3865328817 C
jyothi (1/2
ltr)
R7 Films sun 221.6579 49551 10983370 3876312187 C
premium
sunflower (1
ltr)
R8 Sun 14.2499 509967 7266978 3883579165 C
premium 1
ltr CG box
R9 Palm jyothi 11.5999 316432 3670579 3887249744 C
½ ltr CG
box
R10 Shrink film 2.5 1032050 2580125 3889829869 C
sheets
R11 Films sun 221.2298 7872 1741423 3891571292 C
premium
sunflower
(1/2 ltr)
R12 5 ltr empty 28.5357 58622 1672819 3893244111 C
jar
R13 Bopp tape 0.3251 3656190 1188627 3894432738 C
R14 Sun 42 18531 778302 3895211040 C
premium
CG box
B5x4 ltr jar
R15 Sun 10.8792 60240 655363 3895866403 C
premium ½
ltr CG box
R16 Tin caps 0.43 1038300 446469 3896312872 C

40
4.1 Graph showing ABC Analysis for the year 2018

ABC Analysis for the year 2018

6.25
6.25

87.5

Category A Category B Category C

Interpretation

Palm loose falls under A category, crude sunflower oil is a B category item and the rest items
from item no R3 to item no R16 are all category C item.

A Items are subject to rigorous inventory management and are very safe in storage.

Item B is not as important as item A but is more important than item C.

C items are less important than the other two categories.

41
4.2 Table showing calculation of ABC Analysis for the year 2017

Item Raw Unit Annual Annual Cumulative Category

No material cost demand expenditure (Rs.)
(Rs.) (units) (Rs.)
R1 Palm loose 65.55 37820954 2479163534 2479163534 A
R2 Crude 65.92 10217816 673558430 3152721964 B
sunflower oil
R3 Empty tins 66.595 802237 53424973 3206146937 C
R4 Films palm 164.5 149810 24643745 3230790682 C
jyothi (1 ltr)
R5 Palm jyothi 10.8 2077182 22433565 3253224247 C
1 ltr CG box
R6 Films palm 178.95 57893 10359952 3263584199 C
jyothi (1/2
ltr)
R7 Films sun 220.2515 46578 10258874 3273843073 C
premium
sunflower (1
ltr)
R8 Sun 14.152 453871 6423182 3280266255 C
premium 1
ltr CG box
R9 Palm jyothi 11.55 284780 3289209 3283555464 C
½ ltr CG box
R10 Shrink film 2.5 918524 2296310 3285851774 C
sheets
R11 Films sun 220.25 7478 1647029 3287498803 C
premium
sunflower
(1/2 ltr)
R12 5 ltr empty 27.558 53932 1486258 3288985061 C
jar
R13 Bopp tape 0.3155 2742142 865145 3289850206 C
R14 Sun 42 16492 692664 3290542870 C
premium CG
box B5x4 ltr
jar
R15 Sun 10.758 53613 576768 3291119638 C
premium ½
ltr CG box
R16 Tin caps 0.42 924087 388116 3291507754 C

42
4.2 Graph showing ABC Analysis for the year 2017

ABC Analysis for the year 2017

100
87.5
90

80

70

60

50

40

30

20

10 6.25 6.25

0
Category A Category B Category C

Interpretation

Palm loose falls under A category, crude sunflower oil is a B category item and the rest items
from item no R3 to item no R16 are all category C item.

A items are subjected to strict inventory control and are given highly secured areas in terms
of storage.

B items are not as important as the A items but are more important than C items.

C items are of less importance than the other two categories.

43
4.3 Table showing calculation of ABC Analysis for the year 2016

Item Raw Unit cost Annual Annual Cumulative Category

No material (Rs.) demand expenditure (Rs.)
(units) (Rs.)
R1 Palm loose 63.21 36131121 2283848158 2283848158 A
R2 Crude 64.31 9361241 602021408 2885869566 B
sunflower
oil
R3 Empty tins 65.6 772176 50654745 2936524311 C
R4 Films palm 162.6 145311 23627568 2960151879 C
jyothi (1 ltr)
R5 Palm jyothi 10.6 1817101 19261270 2979413149 C
1 ltr CG box
R6 Films palm 175.36 55210 9681625 2989094774 C
jyothi (1/2
ltr)
R7 Films sun 219.561 45210 9926352 2999021126 C
premium
sunflower (1
ltr)
R8 Sun 14.136 412121 5825742 3004846868 C
premium 1
ltr CG box
R9 Palm jyothi 11.51 250161 2879353 3007726221 C
½ ltr CG
box
R10 Shrink film 2.3 900136 2070312 3009796533 C
sheets
R11 Films sun 219.34 7210 1581441 3011377974 C
premium
sunflower
(1/2 ltr)
R12 5 ltr empty 25.12 50120 1259014 3012636988 C
jar
R13 Bopp tape 0.3056 2521345 770523 3013407511 C
R14 Sun 41.56 14210 590567 3013998078 C
premium
CG box
B5x4 ltr jar
R15 Sun 10.21 50210 512644 3014510722 C
premium ½
ltr CG box
R16 Tin caps 0.40 910012 364004 3014874726 C

44
4.3 Graph showing ABC Analysis for the year 2016

ABC Analysis for the year 2016

100
87.5
90

80

70

60

50

40

30

20
6.25 6.25
10

Interpretation

Palm loose falls under A category, crude sunflower oil is a B category item and the rest items
from item no R3 to item no R16 are all category C item.

A items are subjected to strict inventory control and are given highly secured areas in terms
of storage.

B items are not as important as the A items but are more important than C items.

C items are of less importance than the other two categories.

45
4.4 Table showing calculation of ABC Analysis for the year 2015

Item Raw Unit cost Annual Annual Cumulative Category

No material (Rs.) demand expenditure (Rs.)
(units) (Rs.)
R1 Palm loose 60.351 34517210 2083148140 2083148140 A
R2 Crude 62.1 9046210 561769641 2644917781 B
sunflower
oil
R3 Empty tins 63.12 756217 47732417 2692650198 C
R4 Films palm 161.7 142316 23012497 2715662695 C
jyothi (1 ltr)
R5 Palm jyothi 10.5 1621631 17027125 2732689820 C
1 ltr CG box
R6 Films palm 174.31 54311 9466950 2742156770 C
jyothi (1/2
ltr)
R7 Films sun 218.53 43517 9509770 2751666540 C
premium
sunflower (1
ltr)
R8 Sun 13.91 381211 5302645 2756969185 C
premium 1
ltr CG box
R9 Palm jyothi 11.2 231610 2594032 2759563217 C
½ ltr CG
box
R10 Shrink film 2.2 850120 1870462 2761433679 C
sheets
R11 Films sun 218.33 7112 1553417 2762987096 C
premium
sunflower
(1/2 ltr)
R12 5 ltr empty 24.126 45621 1100652 2764087748 C
jar
R13 Bopp tape 0.301 2432641 732224 2764819972 C
R14 Sun 40.316 11762 474196 2765294168 C
premium
CG box
B5x4 ltr jar
R15 Sun 10 48162 481620 2765775788 C
premium ½
ltr CG box
R16 Tin caps 0.4 880711 352284 2766128072 C

46
4.4 Graph showing ABC Analysis for the year 2015

ABC Analysis for the year 2015

100

90
87.5
80

70

60

50

40

30

20

10
6.25 6.25
0
Category A Category B Category C

Interpretation

Palm loose falls under A category, crude sunflower oil is a B category item and the rest items
from item no R3 to item no R16 are all category C item.

A items are subjected to strict inventory control and are given highly secured areas in terms
of storage.

B items are not as important as the A items but are more important than C items.

C items are of less importance than the other two categories.

47
4.5 Table showing calculation of ABC Analysis for the year 2014

Item Raw Unit cost Annual Annual Cumulative Category

No material (Rs.) demand expenditure (Rs.)
(units) (Rs.)
R1 Palm loose 60 32142761 1928565660 1928565660 A
R2 Crude 62 8873163 550136106 2478701766 B
sunflower
oil
R3 Empty tins 62.16 736126 45757592 2524459358 C
R4 Films palm 160 140372 22459520 2546918878 C
jyothi (1 ltr)
R5 Palm jyothi 10.5 1511621 15872020 2562790898 C
1 ltr CG box
R6 Films palm 172.5 51361 8859772 2571650670 C
jyothi (1/2
ltr)
R7 Films sun 217.8 40162 8747283 2580397953 C
premium
sunflower (1
ltr)
R8 Sun 13.8 351671 4853059 2585251012 C
premium 1
ltr CG box
R9 Palm jyothi 11 220101 2421111 2587672123 C
½ ltr CG
box
R10 Shrink film 2.2 836567 1840447 2589512570 C
sheets
R11 Films sun 217.62 7012 1525951 2591038521 C
premium
sunflower
(1/2 ltr)
R12 5 ltr empty 23.63 43110 1018689 2592057210 C
jar
R13 Bopp tape 0.3 2241231 672369 2592729579 C
R14 Sun 40 10182 407280 2593136859 C
premium
CG box
B5x4 ltr jar
R15 Sun 10 46210 462100 2593598959 C
premium ½
ltr CG box
R16 Tin caps 0.4 850610 340244 2593939203 C

48
4.5 Graph showing ABC Analysis for the year 2014

ABC Analysis for the year 2014

Category C 87.5

Category B 6.25

Category A 6.25

0 10 20 30 40 50 60 70 80 90 100

Interpretation

Palm loose falls under A category, crude sunflower oil is a B category item and the rest items
from item no R3 to item no R16 are all category C item.

A items are subjected to strict inventory control and are given highly secured areas in terms
of storage.

B items are not as important as the A items but are more important than C items.

C items are of less importance than the other two categories.

49
CHAPTER 5: FINDINGS, CONCLUSION AND SUGGESTIONS

Findings

 The study found that category A items accounted for 6.25% of the total cost of
materials.
 Loose palms are found to belong to one category.
 Class B items represent 6.25% of the total cost of materials.
 Crude oil is class B
 Category C items represent 87.5% of the total cost of materials.
 It is found Empty tins, Films palm jyothi (1 ltr), Palm jyothi 1 ltr CG box, Films palm
jyothi (1/2 ltr), Films sun premium sunflower (1 ltr), Sun premium 1 ltr CG box, Palm
jyothi ½ ltr CG box, Shrink film sheets, Films sun premium sunflower (1/2 ltr), 5 ltr
empty jar, Bopp tape, Sun premium CG box B5x4 ltr jar, Sun premium ½ ltr CG box,
Tin caps belong to C category.
 It shows that the categorization technique used for material management where
accuracy and control increases from C to A.
 These items require frequent reorders. They are been prioritized and made sure there
will not exist any unavailability of A items.
 Important notes exist between A and C, so they are monitored for possible inclusion
in Category A or Category C.
 They reorganize when and when they have to make a real purchase. These items are
only purchased if stocks are insufficient due to low demand.

Conclusion

Inventory management plays a key role in the success of the business. This task mainly
concerns the purchase of production equipment, which is an integral part of inventory
management. In a construction environment, organizations need to balance their large
inventories and inventory costs. In this study, this analysis proved beneficial in the
management of materials for all raw materials. It helps you understand issues related to
security purchases and inventories.

The goal of maximizing wealth is affected by the efficiency of inventory management.

Inventories represent about 60% of the current assets of an Indian company. The
manufacturer holds inventories in the form of raw materials, work in progress and finished

50
products. Inventories avoid unpredictable risks related to fluctuations in utilization and
delivery (preventative motives) in order to take advantage of the fluidity of production and
commercial operations (motivation of trading) and price fluctuations (speculative
motivation).

The ABC model works by paying attention to important elements or certain important
elements and by not paying unnecessary attention to non-critical elements or small elements.
Each category has different administrative controls. This prioritization of interests and
priorities is important for identifying and controlling costs in the supply chain system. For
best results, it is important to pay close attention to expensive items.

Suggestions

 The company must provide adequate knowledge and training to untrained employees
to work in the store.
 Items in the store must be placed in the correct order and taken into account.
 You must have a good waste register.
 The store manager must provide adequate knowledge of engineering and raw
materials.
 The company must have competent staff in the department stores.
 Human Resources Managers must listen to complaints from store staff and they can
tell where the hole is.
 The company must include canteen facilities in the Company premises.

51
BIBLIOGRAPHY

Webliography

https://www.niir.org

www.oilmillmachinerysupliers.com

shodhganga.inflibnet.ac.in

www.yourarticlelibraury.com

www.mnit.ac.in

https://nmoop.gov.in

theindianlawyer.in

www.kof.co.in

https://www.zaubacorp.com

httpa://www.oilexpeller.com

https://www.kenresearch.com

https://cleartax.in

https://falconfastening.com

Journals

 Williams, B. D., & Tokar, T. (2008). A review of inventory management research in

major logistics journals: Themes and future directions. The International Journal of
Logistics Management, 19(2), 212-232.
 Dwivedi, S., & Kothiyal, P. (2012). Inventory management: A tool of identifying
items that need greater attention for control. The Pharma Innovation, 1(7, Part A),
125.
 Imeokparia, L. (2013). Inventory management system and performance of food and
beverages companies in Nigeria. IOSR Journal of Mathematics, 6(1), 24-30.
 Ziukov, S. (2015). A literature review on models of inventory management under
uncertainty. Business Systems & Economics, 5(1), 26-35.
  Shen, H., Deng, Q., Lao, R., & Wu, S. (2016). A case study of inventory management
in a manufacturing company in China. Nang Yan Business Journal, 5(1), 20-40.
 Tundura, L., & Wanyoike, D. (2016). Effect of Inventory Control Strategies on
Inventory Record Accuracy in Kenya Power Company, Nakuru. Journal of
Investment and Management. Vol, 5, 82-92.
 Manohar H M, S Appaiah. (2017). Stabilization of FIFO system and Inventory
Management. International Research Journal of Engineering and Technology, 4(6),
5637.
 Atnafu, D., & Balda, A. (2018). The impact of inventory management practice on
firms’ competitiveness and organizational performance: Empirical evidence from
micro and small enterprises in Ethiopia. Cogent Business & Management, 5(1), 1-16.
 Sbai, N., & Berrado, A. (2018). A literature review on multi-echelon inventory
management: the case of pharmaceutical supply chain. In MATEC Web of
Conferences (Vol. 200, p. 00013). EDP Sciences.
 Xiaoting Hu. (2019). Research on customer geographic proximity and inventory
management-empirical evidence from Chinese manufacturing listed companies.
Business and Economics, 9(1), 14.

Articles

 Zahrn, F. C. (2009). Studies of inventory control and capacity planning with multiple
sources (Doctoral dissertation, Georgia Institute of Technology).
 Jose Roberto do Rego, Marco Aurelio de Mesquita. (2010). Spare parts inventory
control.
 SUNITHA, K. (2012). A STUDY ON INVENTORY MANAGEMENT IN SUJANA
METAL PRODUCTS LIMITED (Doctoral dissertation, Jawaharlal Nehru
Technological University).
 Md. Sakil Ibne Sayeed. (2013). A study on warehouse management of REB ( Doctoral
dissertation, BRAC University).
 Eleonora Kontus. (2014). Management of inventory in a company.
 Gitau, R. W. (2016). Inventory Management Practices and Organizational
Productivity in Parastatals in Kenya. Unpublished MBA Project, University of
Nairobi.
 Aro-Gordon, S., & Gupte, J. (2016, January). Contemporary Inventory Management
Techniques: A Conceptual Investigation. In Proceedings of the International
Conference on Operations Management and Research (pp. 21-22).
 Irem Yavuz, Merve Şanlı, Muhammed Turgut. (2017). A literature review of visual
inventory management. p.56.
 Pratap Chandrakumar, Gomathi Shankar. (2017). A study on inventory management
and control. p. 1532.
ANNEXURE

Unit cost of raw materials in SARPL

Item Raw Unit cost Unit cost Unit cost Unit cost Unit cost
No material 2018 2017 2016 2015 2014
(Rs.) (Rs.) (Rs.) (Rs.) (Rs.)
R1 Palm loose 71.9884 65.55 63.21 60.351 60
R2 Crude 67.9279 65.92 64.31 62.1 62
sunflower
oil
R3 Empty tins 68.4998 66.595 65.6 63.12 62.16
R4 Films palm 168.9413 164.5 162.6 161.7 160
jyothi (1 ltr)
R5 Palm jyothi 10.9 10.8 10.6 10.5 10.5
1 ltr CG box
R6 Films palm 185.9995 178.95 175.36 174.31 172.5
jyothi (1/2
ltr)
R7 Films sun 221.6579 220.2515 219.561 218.53 217.8
premium
sunflower (1
ltr)
R8 Sun 14.2499 14.152 14.136 13.91 13.8
premium 1
ltr CG box
R9 Palm jyothi 11.5999 11.55 11.51 11.2 11
½ ltr CG
box
R10 Shrink film 2.5 2.5 2.3 2.2 2.2
sheets
R11 Films sun 221.2298 220.25 219.34 218.33 217.62
premium
sunflower
(1/2 ltr)
R12 5 ltr empty 28.5357 27.558 25.12 24.126 23.63
jar
R13 Bopp tape 0.3251 0.3155 0.3056 0.301 0.3
R14 Sun 42 42 41.56 40.316 40
premium
CG box
B5x4 ltr jar
R15 Sun 10.8792 10.758 10.21 10 10
premium ½
ltr CG box
R16 Tin caps 0.43 0.42 0.40 0.4 0.4

55
Annual demand for raw materials in SARPL

Item Raw Annual Annual Annual Annual Annual

No material demand demand demand demand demand
2018 2017 2016 2015 2014
(units) (units) (units) (units) (units)
R1 Palm loose 40624011 37820954 36131121 34517210 32142761
R2 Crude 12020960 10217816 9361241 9046210 8873163
sunflower
oil
R3 Empty tins 891375 802237 772176 756217 736126
R4 Films palm 157695 149810 145311 142316 140372
jyothi (1 ltr)
R5 Palm jyothi 2307980 2077182 1817101 1621631 1511621
1 ltr CG box
R6 Films palm 61589 57893 55210 54311 51361
jyothi (1/2
ltr)
R7 Films sun 49551 46578 45210 43517 40162
premium
sunflower (1
ltr)
R8 Sun 509967 453871 412121 381211 351671
premium 1
ltr CG box
R9 Palm jyothi 316432 284780 250161 231610 220101
½ ltr CG
box
R10 Shrink film 1032050 918524 900136 850120 836567
sheets
R11 Films sun 7872 7478 7210 7112 7012
premium
sunflower
(1/2 ltr)
R12 5 ltr empty 58622 53932 50120 45621 43110
jar
R13 Bopp tape 3656190 2742142 2521345 2432641 2241231
R14 Sun 18531 16492 14210 11762 10182
premium
CG box
B5x4 ltr jar
R15 Sun 60240 53613 50210 48162 46210
premium ½
ltr CG box
R16 Tin caps 1038300 924087 910012 880711 850610

56
 ACHARYA INSTITUTE OF TECHNOLOGY

l+t.
ACHARYA
DEPARTMENT OF MBA

PROJECT (17MBAPR407)-WEEKLY REPORT

NAME OF THE STUDENT: Namratha R Jain

INTERNAL GUIDE : Prof. Ayub Ahamed K S
USN: lIAl 7MBA36
COMPANY NAME : Sri Anagha Refineries Pvt. Ltd.

EXTERNAL INTERNAL
WEEK WORK UNDERTAKEN GUIDE GUIDE
SIGNATURE SIGNATURE
3rd Jan 2019 - 9th Industry Profile and Company
Jan 2019 Profile

Preparation of Research
10th Jan 2019 -
instrument for data
17th Jan 2019
collection

18 th Jan 2019 -
Data collection
25 th Jan 2019

26 th Jan 2019- Analysis and finalization

2nd Feb 2019 of report

3rd Feb 2019- 9th

Feb 2019 Findings and Suggestions

10th Feb 2019-

16th Feb 2019
Conclusion and Final Report

.
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