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CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION OF THE STUDY
This study is mainly to analyze the profitability and the value of
consumption of the item. This project is also to know the movement level of item in
organization.
The Inventory Management system and the Inventory Control Process
provides information to efficiently manage the flow of materials, effectively utilize
people and equipment, coordinate internal activities, and communicate with
customers.
Inventory Management and the activities of Inventory Control do not make
decisions or manage operations; they provide the information to firm who make more
accurate and timely decisions to manage their operations.
The emphases on each area will vary depending on the company and how it
operates, and what requirements are placed on it due to market demands. Each of the
areas above will need to be addressed in some form or another to have a successful
program of Inventory Management and Inventory Control.
Inventory management is one of the areas covered by the whole process of
management. The effective use of all manpower is looked after by the personnel
management. Similarly for the balanced growth and efficient running of enterprise, it is
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necessary that material cost, material supply and materials utilization are so controlled
that they lead to
(i) The maximization of production,
(ii) The reduction in the cost of production and distribution.
(iii) The maximization of the margin of profit
This helps the management in reducing materials cost, preventing a large
number of capital being locked up for a longer period and improving capital turnover
ratio.
Material expenditure in different manufacturing industries may differ. But it does
not minimize the importance of material management. It in fact lies in effective savings
in the materials expenditure. Even a small change in the materials cost can lead to a
substantial saving or avert a heavy loss or push the enterprise towards a heavy loss or
adversely affect the profitability of the concern.
Through this project the management in Titan precision engineering can use
various controls.
1. Visual control enables the manager to examine the inventory visually to
determine if additional inventory is required.
2. Tickler controlenables the manager to physically control a small portion of the
inventory each day on a regular basis.
3. Click sheet controlenables the manager to record the item as it is used on a
sheet of paper.
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4. Stub control (used by retailers) enables the manager to retain a portion of the
price ticket when the item is sold.
By doing so, we can effectively and efficiently manage the inventories to execute
the proper activities of the company.
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1.2INDUSTRYPROFILE
The precursor to starting an engineering company. The company was invited to
develop a fitting demonstration of technology on the occasion of the Centenary
celebration of UNIVERSITY OF MADRAS. He made something which was really
futuristic that made people awestruck. A wireless operated car without a driver. It was a
real full size car, a Morris Minor 1954 model with registration number 4216. In
1957, when the electronics of today was not available, he had to depend totally on
available material. The wireless transmitter was a spark plug, the receiver was a radio
set and the entire actuation systems were built using the mechano set (the build it
yourself toy!) The University of Madras awarded a gold medal for his unique
achievement.
Venky Engineering Works was started for full fledged engineering research and
development work.The first product of the company, the Venky Moped is produced. The
engine, transmission and electronic ignition was indigenously developed. The moped
was powered by a 44cc 2 stroke engine developing around 3.5HP. The moped had a
maximum speed of 60 Kmph. The fuel efficiency of 56 Km/l. The company owes
it's automotive knowledgebase to this project.
The first test rig is made. An engine inlet and exhaust valve spring test rig is made
and delivered.The treadmill was the bread and butter product of the company. It was
used for medical as well asathlete training. Used from Indian Defence to all leading
medical institutions
The heart lung machine made open heart surgeries affordable with this piece of
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Indian technology. This machine acts as the lung and heart of the patient undergoing
open heart surgery.
The fist electronically controlled test rig is made. A friction measuring device called
the scale friction test rig, used to evaluate the frictional properties of automotive brake
and clutch friction materials.
The first micro controller based test rig is made. A friction measuring device called the
scale friction test rig, used to evaluate the frictional properties of automotive brake and
clutch friction materials.
Venky Engineering works is divided among the partners and the testing machine /
system integration division is taken. The first computerized, PC based software
controlled test rig is made. Again a friction testing machine called friction coefficient test
rig. The flagship product of Pyramid Precision Engineering. It has sold over 40
machines in India and worldwide.
The biggest machine made in Pyramid Precision Engineering, the Railway brake
dynamometer is delivered. The machine simulates the inertia of a railway wagon on the
railway brake and performs UIC tests.
Pyramid Precision Engineering is incorporated as Pyramid Preicision Engineering
(India) Pvt. Ltd.Independent IT division created. This division will provide software and
integration services to BtoB and BtoC customers.
Cranfield Unit for Precision Engineering (CUPE) was established in 1968 as a
specialist activity to undertake precision machine tool design and development. A mixed
business platform was created including both research and commercial work, bridging
the gap between the academic world and industry.
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Professor Pat McKeown, OBE with senior colleagues identified The Eleven
Principles and Techniques for the Design of High Precision Machines under which
many world leading ultra precision machines and systems are still being produced
today.
In 1987 Cranfield Precision Engineering Ltd (CPE) was formed out of CUPE to
continue the design, development and manufacture of high precision machines and
systems and to exploit the technology on a wider commercial basis.
The manufacture of automotive camshafts was revolutionized by this machine, the
world's first high production rate CNC profile grinder, now manufactured in series
production and sold world-wide by Landis-Lund a Division of UNOVA UK Ltd. Employing
the CUPE Electronic Gear-box principle under high speed computer control.
THE TITAN INDUSTRY
Early 1987, when Indian consumers rated Titan ahead of all other brands as the Most
Admired Brand in India across all product categories (the first ever such survey done by
Brand Equity), it did not surprise people that a 13 year-old had managed to upstage
many older and more well-known brands: it was expected of Titan to achieve such
things, it was so natural.
It was also a fitting tribute to a brand, which had not only revolutionized the Indian
Precision industry, but also brought in world-class benchmarks in product design, quality
and retailing into India.
The industry was dominated by the public sector which had brought in watch
manufacturing into India, enjoyed tremendous goodwill in the market, but had not really
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invested in evolving itself and its consumers: styling still remained basic, choice was
limited.
The watch shops were narrow, dingy and typically located in the older, traditional
markets of the city. You went there only to buy a watch, never to browse, never to
simply check out. Visual merchandising was very much at the stage of "decoration" if
any, and neither the brands nor the retailers saw it as important. The companies
themselves did not have much contact with retailers, preferring to sell through
wholesalers, doing well that way. There was hardly any need for consumer contact or
research. It was a sellers' market.
All this affected the consumers. Watches remained a time-keeping device, so one watch
was enough, thank you. Since the quality of the watch was quite good, it lasted quite a
while, and the consumers did not change it for 10, 15, 20 years. And when they did
change it, they did not pay a high price for the new piece because, what the hell, they
were buying another time-keeping device.
Xerxes Desai's vision was to dramatically alter this perception of consumers, and make
Titan a fashion accessory. He knew that that was the only way that this new brand
would explode the market and wrest control from the dominant HMT. So he and his
team went about breaking all the rules in the category:
Mechanical technology was the norm - Quartz had not really taken off in India. Titan
would go against that and build its line based on quartz. Accuracy would become a
selling-plank.
Styling was basic - This was a constraint imposed by the technology as well the outlook
of the manufacturers. Titan decided to make style a table-stake.
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Choice was limited - You had 200 models to pick from, that was it. Titan decided to
inundate consumers with a wide choice in style, functions and price. The initial range
was 350 models.
Shops were dark, dingy and uninteresting - There was no importance given to
presentation, and therefore no attempt made at it. Titan brought in the concept of
retailing into the watch market, established a network of fine showrooms which would
later become the world's largest network of exclusive watch stores. These stores not
only helped Titan to gain leadership substantially, but also irrevocably altered the retail
landscape of the watch market through a demonstration effect on the traditional dealers.
Advertising was expenditure - Titan saw this as a vital investment. Right from Day 1,
Titan invested significantly in advertising and in that process created a set of memorable
and effective properties over the years.
So Titan, backed by world-class quality created at a world-class plant located just off
Bangalore, backed by the Tata name, was launched into the Indian market on the back
of these new rules. It created waves right in the early days, mesmerised consumers,
demolished competition and rode into the sunset with panache.
Today, in early 21st century India, it is taken for granted that a watch is a fashion
accessory. Titan dominates the market, with a 60% share of the organised sector
market (the total market, including the unorganised sector, is estimated at around 42
million units). Titan's quality record is impressive, its sales and service network is wide
and deep, and its network of exclusive showrooms, The World of Titan, is one of the
most prestigious and visible retail brands in the country, offering world-class levels of
shopping comfort and customer service.
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What is truly amazing about Titan is the sheer scale of its offering and the consequent
choice it offers to multiple segments across taste, age and economic background. Titan
saw this approach as the foundation of its leadership strategy in the early days. Even
the early range had distinct offerings for different requirements: formal watches (gold
plated cases with fine leather straps) for the executive, dress watches (gold plated
cases with ornamental gold plated bracelets) for those with a preference for jewellery,
rugged watches (all steel watches with a skew to functionality) for those whose usage
demanded a certain durability.
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1.3 COMPANY PROFILE
TITAN PROFILE
Back in the early eighties, the Tata Group had identified the watch category as a
potential consumer market for the Tatas to enter. Xerxes Desai, a Tata veteran and the
then MD of Tata Press, was chosen to lead that venture. In those days of pre-
liberalization the watch market, like most consumer markets in India, was way behind
the rest of the world. The technology in vogue was the reliable, but outdated
"Mechanical" technology, which used the unwinding of a mechanical spring to tell time.
Not only was the accuracy of time-keeping not good enough, but the bulky mechanical
movement did not permit the creation of sleek products.
The industry was dominated by the public sector which had brought in watch
manufacturing into India, enjoyed tremendous goodwill in the market, but had not really
invested in evolving itself and its consumers: styling still remained basic, choice was
limited.
The watch shops were narrow, dingy and typically located in the older,
traditional markets of the city. You went there only to buy a watch, never to browse,
never to simply check out. Visual merchandising was very much at the stage of
"decoration" if any, and neither the brands nor the retailers saw it as important. The
companies themselves did not have much contact with retailers
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TITAN PRECISION ENGINEERING PROFILE
The Precision Engineering Division, based on skills and capacities in high
precision, metal and plastic engineering,focuses on exploring businesses in the area of
components for the aerospace industry and dashboard clocks for the automobile
industry. In addition, there is also a team that is involved in machine building and
automation. The Division has successfully executed a robotized automation project for a
major automobile manufacturer, while dashboard clocks continue to be supplied to an
auto major in Europe.The Companys Research and Development has made significant
studies aimed at establishing leadership through cutting-edge technology. Products
based on this are slated for launch during 2004-05.
The Precision Engineering Division (PED), which is the Companys only
B2B enterprise, witnessed good growth during the year.PED manufactures and markets
precision engineered components and sub-assemblies, utilizing highly specialized
skillsinherent in the watch manufacturing arena.The business has successfully acquired
long-term contracts and agreements with reputed global customers in the areas
ofaerospace, automotive and hi-tech sectors such as oil exploration and production.
Specific capabilities required for thesesectors have been added, and the quality systems
put in place have earned accolades from current and potential customers.The Division
has achieved certification for stringent quality management such as AS 9100B for
aerospace segment, TS 16949 for automotive segment, ISO 14000 for environmental
management, etc. The division has also achieved the highest possible
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supplier recognition from Ford the coveted Ford Q1 status.The machine building and
automation business, which is a part of PED, has achieved excellent recognition by
creatinginnovative solutions based on several platforms such as non-contact type online
vibration measurement systems; visionbased high-speed inspection solutions, etc. Our
product range has now moved up the value chain from being suppliers ofstand-alone
equipments to being a provider of end-to-end technology solutions.
The only B2B enterprise of the Company, the Precision Engineering
Division (PED), continued to witness growth this year, serving global automotive,
aerospace, healthcare, telecom and engineering industries with precision engineered
components and subassemblies as well as by providing end-to-end technology solutions
for automation and special purpose stand-alone machines.PED sustained its
momentum on the growth path with a revenue of Rs. 56 crores, having a growth of 46%.
The aerospace unit, during the year, focused on product mix rationalisation to
improve the value addition and also set a program to move up the value chain from
making mere components to critical sub-assembly parts. The Division has become a
member of choice for the Tata Consortium formed to provide integrated solutions for
international customers as well as Defence and offset program.
The Division has sustained stringent quality management system requirements
AS 9100 B for the Aerospace segment with a score of 98%, one of the highest in the
industry circle.
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CHAPTER 2
OVERVIEW OF THE PROJECT
2.1 NEED FOR THE STUDY
The importance of inventory control management cannot be over-emphasized in
this complex industrial world.
It affects not only a particular industry but the entire economic activity of a whole
nation.
Reduction in the materials cost of about 5% is always possible through an efficient
management of materials. It saves 5% of the total cost of the final product.
The materials form the largest single expenditure item in the most of the
manufacturing organization form the inventories usually represent 60%-70% of the total
cost of the final product.
Every organization has its success in the aspects of financial outcomes. The
entire production activity is being carried out with the help of the inventory. It is
essential to estimates the details of stocks and spares in the forthcoming periods of
the organization in its production activity. It is very essential to control the
inventory every year in very organization in order to realize the actual profit or
loss.Hence the inventory system of Titan Industrial limited, a unit of Precision
Engineering considered by the researcher to the inventory control system and its
practice in the organization.
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2.2 OBJECTIVES OF THE STUDY
1. To study the inventory management system in the stores department at Titan
precision engineering, Hosur.
2. To find out the profitability position of the company by calculating ratios.
3. To find out the value of the consumption of the each item by using ABC analysis.
4. To analysis the movement of the item by using FSN analysis.
5. To examine the over consumption of the item in the department.
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2.3 SCOPE OF STUDY
The study is focused only on materials management in Titan precision
Engineering. This study seeks to explain a practical approach to evaluate the
effectiveness of inventory management work flow mechanism and to know the
correlation between the receipts and issues of items, the purpose and usage of these
items in the functioning of the firm.
This study helps to control the demand and supply in future. Through this the
company can manage the important items in excess amount and it will be result in
demand control. It helps in increasing in cash flow by keeping a track of sales over
the year.
In future the company can manage and control the inventory items to make high
profits. The main aim of the study is to control the inventory management system of the
firm by implementing the control methods of inventory and the suggestions that are
given for the moderate level of inventory turnover ratio will maximize the profit in future.
This helps the management in reducing materials cost, preventing a large
number of capital being locked up for a longer period and improving capital turnover
ratio.
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2.4 LIMITATIONS OF THE STUDY
Every project has its own limitations and some of those encountered
during this study are listed below.
1. The study is limited to the stores at Titan precision Engineering, Hosur.
2. This study is limited to the consumption pattern of the various user
departments.
3. The data collected for computation has been in quantitative terms rather than
qualitative as it involves cost aspect.
4. The data is depends on secondary data, and it limited from 2004-2008.
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2.5 RESEARCH METHODOLOGY
INTRODUCTION
Research means a Search for Knowledge. According to Clifford Woody research
comprises, defining and redefining problems, formulating Research hypothesis or
suggested solution; collecting, organizing and evaluating data; making deductions and
reaching conclusions; and at last carefully testing the conclusion to determine whether
or suit the formulated hypothesis Research is analytical .
RESEARCH DESIGN
This study is basically analytical in nature. As the study aims at narration of
existing facts and figures regarding financial position of the company, the research
design adopted in this study has been analytical in nature.
DATA DESIGN
For the purpose of the study the data has collected is purely secondary in
nature,the information collected from journals, abstract of inventory reports trial
balances and balance sheet of the company manuals, websites etc.,
TOOLS FOR ANALYSING DATA
1. Ratio analysis
2. ABC analysis
3. XYZ analysis
4. FSN analysis
5. EOQ analysis
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1.RATIO ANALYSIS
Ratio analysis is widely used tool of financial analysis. Ratios are relationships
expressed in mathematical terms between figures which are connected with each in
some manner.
It is defined as the systematic use of ratios to interpret the financial statements
so that the strengths and weaknesses of a firm as well as its historical performance and
current financial condition can be determined. This relationship can be expressed as
percentages, fractions and proportion of numbers.
Classification of ratios
The use of ratio analysis is not confined to financial managers only. There are
different parties interested in the ratio analysis for knowing the financial position of a firm
for different purposes. In view of different users of ratios, there are many types of ratios
which can be calculated from the information given in the financial statements. For the
particular purpose, the user determines the particular ratios that might be used for
financial analysis.
Ratios can be classified into four broad groups:
Liquidity Ratios
Leverage Ratios
Profitability Ratios
Activity Ratios
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Liquidity (or) Working Capital Ratios
Current Ratio
Liquid Ratio
Absolute Liquidity Ratio
Net Working Capital Ratio
Leverage Ratios
Debt-Equity Ratio
Proprietary Ratio
Solvency Ratio
Interest Coverage Ratio
Profitability Ratios
Gross Profit Ratio
Net Profit Ratio
Operating Profit Ratio
Return On Total Assets
Return On Equity
Return on Investment
Activity Ratios
Inventory Turnover Ratio
Debtors Turnover Ratio
Net Assets Turnover Ratio
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Working Capital Turnover Ratio
2. ABC ANALYSIS
ABC analysis is a selective control technique which is required to be applied
when we want to control value of consumption of the item in rupees obviously when
we want to control value of the consumption of the material we must select those
materials where consumption is very high.
A-items-someone at senior level must be made responsible to regularly
review the consumption of overseas items up to date and accurate records should be
maintain for this items. The inventory of this item must be minimum and the orders
for these items should be staggered. So that timely arrival of these items is insured
attempt must be made to reduce internal and external lead-time of this items. Safety
stocks of these items should be minimum because frequency of ordering this items
are kept high, price discount for this items should not be avail because physical
ordering is very frequent.
B-item-this items should be kept under normal control and goods report
keeping must be maintain. Safety stock of these items can be moderate. Price
discount can be avail and physical stocktaking can also be moderate.
C-items-little control is required for c-items and the job of controlling should be
left lower level people such as those in charge of store. Large quantity or inventories
can be maintain these stock because they are cheap, so as to avoid stock out situation
these items should not kept under lock and key and must be kept at convenient places
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open to all for uses safety. Stock of these items can be sufficient to avoid probability.
Price discount can be avail to purchase in bulk .
3. XYZ ANALYSIS
It confined only to the stock value of the materials in the company.
X stands for item which have high stock value
Y stands for medium stock value
Z stands for low stock value
Since stock value is more concerned of purchase department mostly purchase
department people analyses the material according to XYZ analysis.
XYZ analysis must be carried out from any one of the following objectives or some of
the objective as the case may be.
When the objective is to keep control over consumption at the department
level then authorization to draw materials from the stores will be given to high
level X item, low level for Z items and medium level for Y item.
When it is desired to decide frequency of stock taking then very frequently X
category, very rarely Z category and averagely Y category.
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When it is desired to arrange security arrangements for the items, then X
item under lock and key, Z items keep open on the shop floor and under
supervision for Y items.
4.FSN ANALYSIS
This classification takes into account the pattern of issues from stores. The three
letters stands for Fast moving, Slow moving and Non- moving. It is made on the
basis of how the material has moved during the earlier periods. The materials might
have been bought in large quantities a few years ago and would have become obsolete
over time. These materials have some salvage value
The non moving items can be listed and the list be sent to different
departments which might be interested in these materials to ascertain whether they
still desire storing of these materials in the stores. The items which have become
obsolete can be sold for whatever salvages value they obtain.
5.EOQ ANALYSIS
This is an important item of inventory control to be decided. EOQ depends on many
factors like cost of purchasing and receiving, normal consumption, interest on capital,
availability of storage accommodation, ordering and carrying costs. EOQ is the reorder
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quantity, which is the quantity to be purchased each time an order is placed. It aims at
minimizing both carrying cost and cost of ordering.
Let us consider the purchase of the material required for one year. If they
purchase and stock the entire quantity at a time, the inventory carrying cost will be high.
To avoid high inventory cost, they can purchase material in small quantities.
But in this case they have to place a number of purchase orders. This will
increase the ordering cost. So they have to find out an ordering quantity so that the total
inventory cost (inventory carrying cost + ordering cost) is minimum. This quantity is
known as Economic Order Quantity.
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Ordering Costs:
Ordering costs, usually, refers to the costs of requisitioning, preparation of
purchase order and placing order.
Here, the ordering cost also includes the costs of insurance incurred while the
goods are in transit. These costs are calculated on the basis of the past data and an
approximate figure is arrived.
In BHEL, Ranipet the Purchase Department, Material Planning Department etc.
effect these costs.
Carrying Costs:
In BHEL, Ranipet the carrying costs of materials includes the storage costs
alone. The insurance costs are not included in these because no insurance is being
paid on materials.
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2.6. INVENTORY MANAGEMENT INTROUDCTION
Inventories of materials are needed byall manufacturing organizations big or
small. But inventories tend to become big without proper control. Materials and
inventories serve some social purpose in industries which stems from some economic
motives.
Broadly they may be classified under three groups, viz. speculation,
transaction and precaution. Typically speculative motive which affords ample scope for
holding large amount of inventories is not important for purpose of industrial activity.
The other two motives are more important here. The transaction motive results
from the desire to match inflow and outflow of materials under certain controlled
conditions. Precautionary motive arises out of the inability to predict future demands
precisely and getting the materials ready in time, without incurring some extra costs.
Thus, there also arises the need to maintain some safety or buffer stock in
order to maintain the smooth flow of materials without impairing production. But, as
more and more stocks of materials are held, this not only entails greater investment, but
carrying and other associated costs increase pari passu.
On the other hand, if minimum inventory is held, with the increase in frequency
of buying the cost of ordering and processing increase. Also, the cost of stock-out poses
economic problem. Thus, inventory control is major MM function, which requires the
reduction in materials costs without impairing operational efficiency and, therefore,
needs careful attention.
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The analytical approach to inventory control is fundamentally based on cost-
study. It is balancing of some opposite costs which is well enunciated in EOQ
formulation, but further refinements are necessary as the situation dictates. Sometimes,
there are several costs associated with inventory, but there is always one in one
direction.
The resolution of the problem generally requires two basic questions to be
answered.
1) how often to order.
2) how much and when.
Determining these two basic questions answers precisely requires cost information,
and the solution lies in balancing opposite costs in order to find an optimal solution.
Not, all inventory problems however, demand that these questions be answered.
Sometimes, the inventory problem is so complex that it may not be possible to obtain all
the information necessary. In either case, we may be satisfied with a sub-optimal
solution which seeks to improve the existing condition without concern for the optimal
course of action.
In practice, we might affect large savings without necessarily going through an
optimal course of action. Thus, while inventory control is a major part of materials
activity, reducing inventory does not always ensure operational efficiency. This is where
we must strike balance.
There is necessarily a basic conflict between economic and business
objectives of any industrial undertaking, which are
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1. Larger sales turnover through better customer service
2. Lowering of production costs through smoother production-runs, and
3. Lowering of investment through a reduction in need for inventories
Inventory control ensures that a working balance must be struck between them so
as to obtain the maximum overall costs and efficiency.
EVALUATION OF INVENTORY
The evaluation of materials management can either be done by external
agencies or internally. Within the organization itself, the top management, usually at the
end of the financial year and periodically during the year, evaluated the performance on
the basis of inventory holding and obsolete items.
The user departments evaluate the materials function in terms of the number
and the duration of the stock-out. In a few Indian organizations, committees frequently
review the performance of materials management against the objectives set for the
department.
It is known that suppliers who are evaluated by the materials management
department, in turn, evaluate the materials manager with regard to quality
consciousness, adherence to payment schedule and his importance as well as decision-
making capabilities in the hierarchy.
The order external agencies interested in the performance of a materials
manager are: banks with regard to the credit- worthiness, and professional associations
and national association of materials management with respect to the ethical practices.
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Occasionally, external consultants evaluate the materials management systems to
suggest improvements.
Materials are any commodities used directly or indirectly in production a product
or service such as raw materials, component parts, assemblies and supplies. In the
manufacturing organizations, the important inputs are referred to as 5 Ms. Viz., Men
(Labour), Machines, Money, Materials and Methods. The relative importance among
these five Ms has shifted from time to time. In the beginning of industrialization the focus
was on machines, men (labour) and methods, but in recent years (from 1970 onwards)
the emphasis is on materials. Material is an important and inevitable input of a
production system since the cost of materials and cost on materials (cost incurred in
purchasing and storing the materials) put together account for 50 to 85%of the
production cost depending on the nature of the product and the type of the production
system.
MEANING OF INVENTORY:
Inventories are stock of materials of any kind stored for future use, mainly in the
production process. Thus, todays inventory is tomorrows production. However, semi-
finished goods awaiting use in the next process or finished goods awaiting release for
sale are also included in the broad category of inventories, which are nothing but idle
resources. Therefore, inventories are materials or resources of any kind having some
economic value, either awaiting conversion or use in future.
Apart from these, there are also many indirect materials, such as, maintenance
materials, fuels and lubricants, etc. Which are used in a manufacturing organization.
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They are also classified as inventories of materials for future use. But they differ only in
their use and classification from raw and other direct materials. All of them earn nothing,
yet they are badly required to be stocked and to be used as and when the needs arise.
Definition:
Inventory management is the management of the flow of materials into an
organization to the point where, those materials are converted into the firms end
product(s). (Bailey and Farmer)
Inventory management is the function responsible for the coordination of
planning, sourcing, purchasing, moving, storing and controlling materials in an
optimum manner so as to provide a pre-determined service to the customer s a
minimum cost (P.Gopalakrishnan and M.Sundaresan).
Phases in Inventory Management: There are four principal phases of the
management function.
Phase 1. Planning: The basic planning elements are plans for capacity or
production levels and required inventory levels. Integral to these plans is the sales
forecast for the products. The detailed time sequenced plan called the schedule meets
the sales forecast and inventory requirements.
Phase 2. Material Utilization: This is concerned with the efficiency of the flow of
materials through the plant as finished goods.
Phase 3. Physical: This involves the physical storing, receiving, and issuing of
materials and physical checking of inventory of raw materials work-in-process and
finished goods and record keeping.
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Phase 4. Control or Follow up: This includes the information feed back and
corrective action generated by the information monitoring the production rates, plant
loads; dispatching, expediting and resultant follow up.
TYPES OF INVENTORY:
There are many types of inventory, such as raw materials and production
inventories, components and service parts, as well as work-in-process and finished
goods inventories. All of them do not necessarily require the same treatment and,
therefore, policy with regard to each may also differ, according to their types and need in
different types of industries. They may also may be functionally classified as
Movement inventories
Lot-size inventories
Anticipation inventories
Fluctuation inventories
However, in general, their treatment follows from their needs and cost-benefit analysis.
Thus broadly, inventories may be classified as under:
RAW MATERIALS AND PRODUCTION INVENTORIES:
These are raw materials and other supplies, parts and components which enter
into the product during the production process and generally from part of the product
IN-PROCESS INVENTORY:
These are semi-finished, work-in-progress and partly finished products formed at
various stages of production.
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MRO INVENTORIES:
Maintenance, repairs and operating supplies which are consumed during the
production process and generally do not form part of the product itself are referred to as
MRO inventories.
FINISHED GOODS INVENTORY:
These are complex finished products ready for sale.
Inventories may also be classified on the basis of their functions as under:
MOVEMENT OR TRANSIT INVENTORIES:
It arises because of the time necessary to move stocks from one place to
another. The average amount can be determined mathematically thus:
I = S * T
Where, S represents the average rate of sales and T, the transit time required to move
from one stage to another in a week, and I the movement inventory needed. As for
example, if it takes three weeks to move materials to a warehouse from the plant, and if
the warehouse sells 110 per week, then the average inventory is 110 units *3 weeks
time = 330. In fact, when a unit of finished stock is manufactured and ready for sale, it
must remain idle for three weeks for movement to the warehouse. Therefore, the plant
stock on an average must be equal to three weeks sales in movement.
LOTSIZE INVENTORIES:
In order to keep costs of buying, receiving, inspection, transport, and handling
low, larger quantities are brought than are necessary for immediate need. It is a
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common practice to buy some raw materials in large quantities in order to avail of
quantity discounts.
FLUCTUATION INVENTORIES:
In order to cushion against unpredictable fluctuations in demand these are
maintained. But they are not absolutely essential in the sense that such stocks are
always uneconomical. Rather than taking what they can get, the general practice of
serving the customer well is the reason for holding such inventories.
ANTICIPATION INVENTORIES:
Such inventories are carried to meet predictable changes in demand. In case of
seasonal variations in the availability of some raw materials, it is convenient and also
economical to build up stocks where consumption patterns may be reasonably uniform
and predictable.
Of the types of inventories, discussed above, the lot-size, fluctuation and
anticipation inventories may be said to be organization inventories. As more and more
of these basic types of inventories are carried into stock, less coordination and planning
required. Also less clerical, administrative and other efforts are needed and greater
economies can be obtained in handling, manufacturing and dispatching. But, the
difficulty is that gains are not directly proportional to the size of the inventories
maintained. As the size increases, even if they are efficiently maintained and properly
located, gains from additional stocks become less and less prominent. The cost of
warehousing, obsolescence and capital costs associated with maintaining large
quantities grow at an even faster rate than the inventories themselves. As such, the
basic problem is to strike a balance between the increase in costs and the decline in
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return from holding additional inventories. Striking a balance in a complex business
situation is not easy, simply through intuition alone. Costs, and to be sure, the balancing
of opposite costs, lie at the heart of all inventory control problems, for which cost-
analyses are necessary.
As has already been said, even a typically medium-sized industrial organization
uses 10,000 to 50000 of different items which are carried in inventory. Initial planning
and subsequent control of such inventories can only be accomplished on the basis of
knowledge about them. Consequently, the starting point in inventory management and
control is the development of a stores catalogue, which is more or less comprehensive
and complete in all respects. All inventory items should be carefully described and a
code number should be allotted.
Functions of Inventory Management:
Inventory management functions accomplish the main objective of making
available materials and services ofright quality in the right quantity at the right time
from the right source at the right price.
The major functions of inventory management are:
(i) Material planning and budgeting,
(ii) Procurement of materials,
(iii) Storage of materials,
(iv) Issue of materials,
(v) Inventory control,
(vi) Vendor development,
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(viii) Vendor evaluation and vendor rating,
(viii) Material accounting,
(ix) Materials handling and transportations,
(x)Disposal of scrap,
(xi) Traffic management,
(xii) Logistics management,
(xiii) Purchase analysis and research,
(xiv) Supply chain management.
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CHAPTER: 3
DATA ANALYSIS AND INTERPRETATION
3.1 RATIO ANALYSIS
INVENTORY TO CURRENT ASSET RATIO:
This ratio shows how many times in one accounting
period the company turnover its inventory. It is valuable for spotting under-stockings,
overstocking and obsolescence. Faster turnover of inventory shows positive trend
and a negative trend is when inventory is obsolete. Inventory turnover shows
increase in cash flow by keeping a track of sales over the year. Inventory turnover
reduces warehousing and other related costs.
Average inventory
Inventory to current asset ratio =
Current Asset
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I
TABLE NO.1: INVENTORY TO CURRENT ASSET RATIOS
(Rs in million)
INTERPRETATION
From the above mentioned table it is clear that the ratio of the inventory in
the current asset is goes on increasing. The percentage of inventory in the current asset
is increased from 57.28 in the 2004 to 81.125 in the current year. And there is nearly
40% Increase in the inventory.
year inventory asset ratio percentage
2004 121.3 211.75 0.57 57.28
2005 282.76 464.9 0.61 60.82
2006 334.71 435.34 0.77 76.88
2007 245.64 402.23 0.61 61.06
2008 349.91 431.32 0.81 81.123
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percentag
57.28 60.82
76.88
61.06
81.123
0
20
40
60
80
100
2004 2005 2006 2007 2008
YEAR
PERCENTAGE
CHART NO.1: INVENTORY TO CURRENT ASSET RATIO
INVENTORY TURNOVER RATIO
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This ratio indicates as to how fast the inventory is consumed and can be
highly useful when compared to the past so we are measuring how many times we
turned our inventory over during the year. Generally, a higher inventory turnover ratio is
considered a positive indicator of operating efficiency, since inventory that remains in
place produces no revenue and increases the cost associated with maintaining those
inventories because a higher ratio is generally considered good from the point of view of
liquidity. If inventory is turning too slowly, it could indicate that it may be hampering your
cash flow.
cost of goods sold
ITR =
Average inventory
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TABLE NO.2: INVENTORY TURNOVER RATIO
(Rs in million)
INTERPRETATION
The inventory turnover ratio trend over a period of five year was analyzed
and it was found that the inventory turnover ratio has fluctuated every year and has
decreased in the following year from 2007 to 2008. This shows that an idle turnover ratio
was maintained and this is considered as a positive indicator of operating efficiency and
good from the point of view of liquidity. The average inventory turn over days will come
around days 80.56
yearcost of goods
sold
average
inventory
ratio
2004 555.41 103.335 5.37
2005 1005.35 173.225 5.80
2006 770.12 275.74 2.79
2007 1180.96 245.5 4.81
2008 1271.53 228.035 5.57
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5.375.8
2.79
4.815.57
0
1
2
3
4
5
6
7
1 2 3 4 5
YEAR
RATIO
CHART NO.2: INVENTORY TURN OVER RATIO
DAYS IN INVENTORY
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Number of Days Inventory = 365 days / inventory turnover ratio.
The number of days inventory is also known as average inventory period and
inventory holding period. A high number of days inventory indicates that there is a
lack of demand for the product being sold. A low day in inventory ratio may indicatethat the company is not keeping enough stock on hand to meet demands.
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TABLE NO.3: DAYS IN INVENTORY
INTERPRETATION
From the above mentioned table it is clear that the ratio of the raw material in
the inventory is average. This shows that the production is normal and the raw material
constitutes an average of 50% of inventory.
yearcost of
goods sold
average
inventory
ratioturnover
days
2004 555.41 103.3355.3748487
967.90
2005 1005.35 173.2255.8037234
862.89
2006 770.12 275.742.7929208
7130.68
2007 1180.96 245.5 4.8104277 75.87
2008 1271.53 228.035 5.57603 65.45
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67.9 62.89
130.68
75.8765.45
020
40
60
80
100
120
140
1 2 3 4 5
YEAR
NOO
F
DAYS
CHARTNO.3: INVENTORY TURN OVER DAYS
RAW MATERIAL TO INVENTORY RATIO
Raw materialRaw material to inventory ratio=
Average inventory
TABLE NO.4: RAW MATERIAL TO INVENTORY RATIO
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year raw
material
inventory ratio
2004 329.95 121.3 2.72
2005 865.28 282.76 3.06
2006 574.02 334.71 1.71
2007 699.33 245.64 2.84
2008 880.68 349.91 2.51
INTERPRETATION
From the above mentioned table it is clear that the ratio of the raw material in
the inventory is average. This shows that the production is normal and the raw material
constitutes an average of 25% of inventory.
CHART NO.4: RAW MATERIAL TO INVENTORY RATIO
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2 . 73 . 0
1 . 7
2 . 82 . 5
0
1
2
3
4
1 2 3 4 5
YEA
RATIO
FINISHED GOODS TO INVENTORY RATIO
finished goods
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Finished goods to inventory ratio=Inventory
TABLE NO.5: FINISHED GOODS TO INVENTORY RATIO
year finished
goods
inventory ratio
2004 93.89 121.3 0.77
2005 252.56 282.76 0.89
2006 298.93 334.71 0.89
2007 193.02 245.64 0.78
2008 263.05 349.91 0.75
INTERPRETATION
From the table it is clear that finished goods constitute a vital part in the
inventory. And the level of the inventory is maintained at an average of nearly 75%.
CHART NO.5: FINISHEDGOODS TO INVENTORY RATIO
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0.77
0.89 0.89
0.780.75
0.65
0.7
0.75
0.8
0.85
0.9
0.95
1 2 3 4 5
YEAR
RATIO
3,2 ABC ANALYSIS:
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The data for the analysis of both ABC and XYZ are confined only to the
stocks and materials related to the cold rolling mill. The analysis is based only on the
frequently buying items of the cold rolling mill. It is based on the consumption value
when the consumption is greater than 70% the item comes under the category A.
When the consumption of the item is nearly 20% it comes under the category B. When
the consumption of the item is nearly 10% it comes under the category C.
TABLE NO.6: CLASSIFICATION OF ITEMS BASED ON THEIR
CATEGORY
SL.NO CLASSIFICATION NO OF ITEMS
1 A 18
2 B 34
3 C 8
TABLE NO.7: VALUE OF CONSUMPTION
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Value of
consumption of
items (value in Rs).
No. Of items Grade
70% of consp. 10% of no. Of items A
20% of consp. 15% of no. Of items B
10% of consp. 75% of no. Of items C
TABLE NO.8: ABC ANALYSIS
Description of
material Cost
Book
qty Totalcost Percentage Rank Classification
Sealless pump 24.705 8650 213698.25
1.0
63 34B
Metal machines 18.464 18595 343338.08 1.70795832 44 ATubular anodes 462.432 118 54566.976 0.271447084 13 B
Probe anodes 505.381 428 216303.068 1.076014127 35 B
Strip anodes 465.14 222 103261.08 0.513679172 21 B
Marine Disc
anodes 21430.678 24.206 518750.9917 2.58056162 50A
Ribbon anodes 232.313 7100 1649422.3 8.20516192 57 A
Mesh anodes 315 501 157815 0.785061308 28 B
Ribbon anodes 97989 7.52 736877.28 3.66564548 53 A
Mesh anodes 31169.065 1.668 51990.00042 0.258627746 12 B
Steel anodes 28226.596 0.94 26533.00024 0.13199019 7 BExpanded steel
mesh 28781 1 28781 0.143173016 9B
Carn locks 32180.769 0.52 16733.99988 0.083244405 6 C
Concealed
Hinges 49187.469 23.94 1177548.008 5.857791588 54A
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Semiconductor
and ICs 1266.833 102 129216.966 0.642798469 27B
Capacitors 1271.624 85 108088.04 0.537691209 23 B
Diodes 1751.078 51 89304.978 0.444253606 18 B
Resistors 1650 120 198000 0.984964287 31 BDiodes 3320 29.709 98633.88 0.490660855 20 B
Resistors 4033.296 27 108898.992 0.541725344 24 B
Fuses 6893.714 14 96511.996 0.480105401 19 B
Connectors 11.8 4000 47200 0.234799567 11 B
Brass & Bronze
castings 43.419 2760 119836.44 0.596134413 25B
Aluminium
castings 74.371 141.6 10530.9336 0.052386836 5C
Ductile iron
castings 320.688 564.57 181050.8242 0.900649475 30B
Steel castings 45325.957 2.35 106515.999 0.529870985 53 A
Alloy steel
castings 1.165 7000 8155 0.040567595 3C
Die steel
castings 218.979 1248 273285.792 1.359478512 40B
Precision
castings 48967.419 45.61 2233403.981 11.11021798 59A
Zin castings 298047 7 2086329 10.37858362 58 A
Gun metal
castings 16014 16 256224 1.274603483 39B
Zinc die
castings 1890 630 1190700 5.923217055 55A
steel strap
jumbo 1431
mpw 48420.27 8.673 419949.0017 2.089064491 46
A
neck seal 30258.27 15 453874.05 2.25782692 47 A
grinding wheel
for steel roll 17118.8 5 85594 0.425793097 17B
grinding wheel 36142 6 216852 1.078744826 36 B
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for cast iron roll
coolant oil for
press 120 1780 213600 1.062567534 33B
polishing
compound for
coin blanks 35.65 760 27094 0.134780921 8
B
Gears 1088.657 252 274341.564 1.364730521 41 B
Aircraft parts
AP-A1 6.284 32165 202124.86 1.00548368 32B
Aircraftt parts
AP-A6 55.001 8400 462008.4 2.29829179 48A
Automative Air
conditioner
parts 45.47 6720 305558.4 1.520020766 43
A
Suspension
parts-1& 2 75276 1 75276 0.374465514 16B
Brake drums
BRAKE-1 HUB 155.147 2600 403382.2 2.006651824 45A
CNC machining 51.861 10200 528982.2 2.631457453 51 ACar engine
parts 12900 5 64500 0.320859578 14B
Car pedal parts 54266.5 4 217066 1.079809384 37 B
Car metal parts
CNC-A1 20217 0.198 4002.966 0.019913023 2C
Car matal partsCNC-A14 1052.7 10 10527 0.052367268 4
C
Car matal parts
CNC-A32-1 177.273 11 1950.003 0.009700421 1C
Computerproducts OEM& ODM 58.926 1260 74246.76 0.36934549 15
B
Computermaterials C10 55000 3 165000 0.820803573 29
B
Die & moldcomponents 1821 19 34599 0.172115047 10
B
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Roll work z mill(forged rolls) 35290.175 40 1411607 7.022133751 56
A
rubber wipersleeve 24.836 9350 232216.6 1.15517706 38
B
Gp coil 0.5mm 38306 17.99 689124.94 3.42809826 52 A
(gold) rollgrinding parts 44.282 2730 120889.86 0.601374721 26
B
Electronic partsOEM & ODM 5547.824 51 282939.024 1.407499162 42
B
crane wheel800 dia wearresistant 162480 3 487440 2.424802991 49
A
TOTAL 20102251.68
100.
000
Source (secondary data)
INTERPRETATION
Close control is required for A class items. Class C items account for the bulk
of inventory items, and routine controls should be adequate. Among the major 60
items of the electronic parts,18 items fall under A class. These items have
consumption value greater than 70% of total consumption. 34 items fall under B.
These items have consumption value of about 20% of total consumption.8 items fall
under C. These items have consumption value of about 10% of total consumption.
CHART NO.6: CLASSIFICATION OF ITEMS BASED ON THEIR
CATEGORY
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10 15
75
0
20
40
60
80
A B C
CATEGORY
NOO
FITEMS
3.3 XYZ ANALYSIS:
The data for the analysis of both ABC and XYZ are confined only to
the stocks and materials related to the cold rolling mill. The analysis is based only on the
frequently buying items of the cold rolling mill. It is based on the stock value when the
stock value of the item is greater than 35000 the item comes under the category X.
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When the stock value of the item is greater than 10000 but less than 35000 it comes
under the category Y. When the stock value of the item is less than 10000 it comes
under the category Z.
TABLE NO.9 : CLASSIFICATION OF ITEMS BASED ON THEIR STOCK
VALUE
SL.NO CLASSIFICATION NO OF ITEMS
1 X 36
2 Y 10
3 Z 14
TABLE NO.10 : XYZ ANALYSIS
description of material Cost Book qty TotalcostXyz
analysis
Sealless pump 24.705 8650 213698.25 Z
Metal machines 18.464 18595 343338.08 Z
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Tubular anodes 462.432 118 54566.976 Z
Probe anodes 505.381 428 216303.068 Z
Strip anodes 465.14 222 103261.08 Z
Marine Disc anodes 21430.678 24.206 518750.9917 Y
Ribbon anodes 232.313 7100 1649422.3 Z
Mesh anodes 315 501 157815 Z
Ribbon anodes 97989 7.52 736877.28 X
Mesh anodes 31169.065 1.668 51990.00042 Y
Steel anodes 28226.596 0.94 26533.00024 Y
Expanded steel mesh 28781 1 28781 Y
Carn locks 32180.769 0.52 16733.99988 Y
Concealed Hinges 49187.469 23.94 1177548.008
X
Semiconductor and ICs 1266.833 102 129216.966 Z
Capacitors 1271.624 85 108088.04 Z
Diodes 1751.078 51 89304.978 Z
Resistors 1650 120 198000 Z
Diodes 3320 29.709 98633.88 Z
Resistors 4033.296 27 108898.992 Z
Fuses 6893.714 14 96511.996 Z
Connectors 11.8 4000 47200 Z
Brass & Bronze castings 43.419 2760 119836.44 Z
Aluminium castings 74.371 141.6 10530.9336 Z
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Ductile iron castings 320.688 564.57 181050.8242 Z
Steel castings 45325.957 2.35 106515.999 X
Alloy steel castings 1.165 7000 8155 Z
Die steel castings 218.979 1248 273285.792 Z
Precision castings 48967.419 45.61 2233403.981 X
Zin castings 298047 7 2086329 X
Gun metal castings 16014 16 256224 Y
Zinc die castings 1890 630 1190700 Z
Steel strap jumbo 1431mpw
48420.27 8.673 419949.0017 X
neck seal 30258.27 15 453874.05 Y
grinding wheel for steel roll 17118.8 5 85594 Y
grinding wheel for cast ironroll
36142 6 216852 X
coolant oil for press 120 1780 213600 Z
polishing compound forcoin blanks
35.65 760 27094 Z
Gears 1088.657 252 274341.564 Z
Aircraft parts AP-A1 6.284 32165 202124.86 Z
Aircraftt parts AP-A6 55.001 8400 462008.4 Z
Automative Air conditionerparts
45.47 6720 305558.4 Z
Suspension parts-1& 2 75276 1 75276 X
Brake drums BRAKE-1
HUB155.147 2600 403382.2 Z
CNC machining 51.861 10200 528982.2 Z
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Car engine parts 12900 5 64500 Y
Car pedal parts 54266.5 4 217066 X
Car metal parts CNC-A1 20217 0.198 4002.966 Y
Car matal parts CNC-A14 1052.7 10 10527 Z
Car matal parts CNC-A32-1 177.273 11 1950.003 Z
Computer materials C10 55000 3 165000 X
Die & mold components 1821 19 34599 Z
roll work z mill (forged rolls) 35290.175 40 1411607 X
rubber wiper sleeve 24.836 9350 232216.6 Z
gp coil 0.5mm 38306 17.99 689124.94 X
(gold) roll grinding parts 44.282 2730 120889.86 Z
Electronic parts OEM &
ODM5547.824 51 282939.024 Z
crane wheel 800 dia wear
resistant162480 3 487440 X
TOTAL 20102251.68
Source (secondary Data)
INTERPRETATION
There is 36 items fall under X category. These items have stock value greater
than Rs35000. There is 10 items fall under Y category. These items have stock
value greater than Rs10000. There is 14 items fall under Z category. These
items have stock value less than Rs10,000
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CHART NO.7
CLASSIFICATION OF ITEMS BASED ON THEIR STOCK VALUE
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36
10
14
0
5
10
15
20
25
30
35
40
X Y Z
XYZ VALUE
NOO
FITEMS
3.4 FSN CLASSIFICATION
TABLE NO.9 : CLASSIFICATION OF ITEMS BASED ON THEIR USAGE
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SL.NO CATEGORY NO OF ITEMS
1 Fast moving 20
2 slow moving 29
3 non moving 11
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TABLE NO.11 : FSN ANALYSIS
DESCRIPTION OF
MATERIAL COST BOOK QTY TOTALCOST
FSN
CLASSIFICATION
Sealless pump 24.705 8650 213698.25F
Metal machines 18.464 18595 343338.08 S
Tubular anodes 462.432 118 54566.976S
Probe anodes 505.381 428 216303.068S
Strip anodes 465.14 222 103261.08S
Marine Disc anodes 21430.68 24.206 518750.9917N
Ribbon anodes 232.313 7100 1649422.3 F
Mesh anodes 315 501 157815S
Ribbon anodes 97989 7.52 736877.28S
Mesh anodes 31169.07 1.668 51990.00042N
Steel anodes 28226.6 0.94 26533.00024N
Expanded steel mesh 28781 1 28781N
Carn locks 32180.77 0.52 16733.99988N
Concealed Hinges 49187.47 23.94 1177548.008S
Semiconductor and ICs 1266.833 102 129216.966S
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Capacitors 1271.624 85 108088.04S
Diodes 1751.078 51 89304.978S
Resistors 1650 120 198000 S
Diodes 3320 29.709 98633.88F
Resistors 4033.296 27 108898.992F
Fuses 6893.714 14 96511.996F
Connectors 11.8 4000 47200F
Brass & Bronze castings 43.419 2760 119836.44 F
Aluminium castings 74.371 141.6 10530.9336F
Ductile iron castings 320.688 564.57 181050.8242N
Steel castings 45325.96 2.35 106515.999N
Alloy steel castings 1.165 7000 8155S
Die steel castings 218.979 1248 273285.792F
Precision castings 48967.42 45.61 2233403.981S
Zin castings 298047 7 2086329S
Gun metal castings 16014 16 256224N
Zinc die castings 1890 630 1190700F
steel strap jumbo 1431 mpw 48420.27 8.673 419949.0017
N
neck seal 30258.27 15 453874.05S
grinding wheel for steel roll 17118.8 5 85594S
grinding wheel for cast iron
roll 36142 6 216852S
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coolant oil for press 120 1780 213600S
polishing compound for coin
blanks 35.65 760 27094F
Gears 1088.657 252 274341.564F
Aircraft parts AP-A1 6.284 32165 202124.86F
Aircraftt parts AP-A6 55.001 8400 462008.4F
Automative Air conditioner
parts 45.47 6720 305558.4F
Suspension parts-1& 2 75276 1 75276
S
Brake drums BRAKE-1 HUB 155.147 2600 403382.2N
CNC machining 51.861 10200 528982.2F
Car engine parts 12900 5 64500S
Car pedal parts 54266.5 4 217066S
Car metal parts CNC-A1 20217 0.198 4002.966S
Car matal parts CNC-A14 1052.7 10 10527F
Car matal parts CNC-A32-1 177.273 11 1950.003F
Computer products OEM &
ODM 58.926 1260 74246.76F
Computer materials C10 55000 3 165000S
Die & mold components 1821 19 34599 S
roll work z mill (forged rolls) 35290.18 40 1411607N
rubber wiper sleeve 24.836 9350 232216.6S
gp coil 0.5mm 38306 17.99 689124.94F
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(gold) roll grinding parts 44.282 2730 120889.86S
Electronic parts OEM &
ODM 5547.824 51 282939.024S
crane wheel 800 dia wear
resistant 162480 3 487440S
Source (secondary Data)
INTERPRETATION
Around 20 items are considered to be Fast Moving. Around 11 items are
considered to be Non Moving items. Around 29 items are considered to be slow
moving.
CHART NO.8
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20
29
11
0
10
20
30
40
Fast Moving Slow Moving Non Moving
CATEGORY
NOO
F
ITEMS
CLASSIFICATION OF ITEM BASED ON THEIR USAGE
3.5 ECONOMIC ORDER QUANTITY (EOQ)
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Where,
EOQ - Quantity Per Order (No. of MTs)
A - Annual Requirement (No. of MTs)
S - Ordering Cost Per Order in Rupees
C - Cost of Material Per MT in Rupees
I - Inventory Carrying Cost (Expressed as Percentage)
TABLE NO.12
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ECONOMIC ORDER QUANTITY ANALYSIS
TABLE 13
Sl.No
Description of Materials A C S I (%) EOQ
1 Plate 5x2500x6000ASTM 588
240 43640 13055 4.01 59.84
2 GP Sheet 0.63 Grade275
44 34260 13055 4.01 28.92
3 Flat 50 x 6 GRA 197 26450 13055 4.01 69.64
4 Cheq plate 5 1373 28310 13055 4.01 177.70
5 HR Sheet 3.15 mm IS5986 & E 330
370 28930 13055 4.01 91.26
6 HR Plate 20 mm is 2062GR-AGC sheet LPRC/III-25x410x3000
1817 28497 13055 4.01 203.76
7 HR Sheet 2.0 mm is 2062FE-330
1129 28936 13055 4.01 159.39
8 HR Plate 12 mm is 2062GR-A
1803 28271 13055 4.01 203.78
9 HR Plate 32 mm is 2062GR-B
1225 28772 13055 4.01 166.50
10 HR Plate 10 mm is 2062GR-A 1438 30681 13055 4.01 174.69
11 HR Plate 5 mm is 2062GR-B
2179 27179 13055 4.01 228.48
12 HR Plate 25 mm is 2062GR-B
1347 29091 13055 4.01 173.63
13 HR Plate 5 mm is 2062GR-A
2178 27160 13055 4.01 228.50
14 HR Plate 8 mm is 2062GR-A
1387 27710 13055 4.01 181.85
15 HR Plate 16 mm is 2062
GR-A
1810 28510 13055 4.01 164.16
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EOQ MODEL
SL.NO CATEGORY NO OFITEMS
1Annual Requirement (No. of MTs)
5
2 Ordering Cost Per Order in Rupees 8
3 Cost of Material Per MT in Rupees 2
4Inventory Carrying Cost (Expressed asPercentage)
8
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0123456789
Annual
Requirement
(No. of MTs)
Ordering
Cost Per
Order inRupees
Cost of
Material Per
MT inRupees
Inventory
Carrying
Cost(Expressed
as
Percentage)
CATEGORY
NO
OFITEMS
CHART NO . 9
EOQ MODEL
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CHAPTER 4
SUMMARY OF FINDINGS AND SUGGESTIONS AND CONCLUSIONS
4.1 FINDINGS OF THE STUDY
The researcher has been able to find out the following important aspects from
the study. They are:
1. Titan-precision engineering unit has the largest inventories used for
manufacturing the stainless steel and has materials worth over crore of rupees.
2. Inventory control techniques like ABC analysis, FSN analysis, XYZ analysis,
analysis are very significant in Titan, in order to have a good control and
management over the large number of inventories kept in the stores.
3. The percentage of inventory in the current asset is increased from 57.28 in
the 2004 to 81.125 in the current year. And there is nearly 40% increase in the
inventory.
4. This shows that an idle turnover ratio was maintained and this is considered
as a positive indicator of operating efficiency and good from the point of view of
liquidity. The average inventory turn over days will come around days 80.56
5. Among the major 60 items of the electronic parts,18 items fall under A class.
These items have consumption value greater than 70% of total consumption. 34
items fall under B. These items have consumption value of about 20% of total
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consumption.8 items fall under C. These items have consumption value of about
10% of total consumption.
6. There is 36 items fall under X category. These items have stock value
greater than Rs35000. There is 10 items fall under Y category. These items have
stock value greater than Rs10000. There is 14 items fall under Z category. These
items have stock value less than Rs10,000
7. Around 20 items are considered to be Fast Moving. Around 11 items are
considered to be Non Moving items. Around 29 items are considered to be slow
moving.
8. The inventory stock in no. of days is found to be 80 days i.e., around 3
months which is an indicative of good inventory management.
4.2 SUGGESTIONS
The vital suggestions that can be considered for an effective management and
control of the inventories at Titan-precision engineering are clearly pointed out below:
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1. Close control is required for A class items. Class C items account for the bulk of
inventory items, and routine controls should be adequate.
2. X items have high stock value. The company should take special effort of
reduce these items.
3. The stock of Fast Moving items has to be taken care, since non availability of
these stock will lead to stock out costs. All non availability stock can be examined
and immediate dispose of unnecessary Non Moving stock can be made in order to
reduce the inventory stock in no. of days.
4. Since the percentage of inventory is more in the current asset the company
should regulate the further procurement of inputs.
5. System in the inventory should be standardized
6. Procurement in small lots to avoid heavy fluctuation in the input price
4.3 CONCLUSION
Managing and controlling the inventories, say raw materials, components, spare
parts, or finished goods is very significant and indispensable in any organization, since it
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forms 80 % to 90 % of the working capital of the company. It is therefore, necessary for
the officer familiar with ways to control inventories effectively so that there can be
efficient allocation of funds and it leads to reduce investment in inventories to the
optimum level and leave sufficient funds for more profitable channels which will
ultimately result in maximization of the shareholders wealth.
The techniques of inventory management help in determining the optimum level
of inventory as well as how much should be ordered and when it should be ordered. All
these techniques are helpful in efficient management of inventories and balancing the
advantages of holding additional inventory against the cost of carrying inventory.
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