RAJASTHAN AGRICULTURAL COMPETITIVENESS PROJECTagriculture.rajasthan.gov.in/content/dam/agriculture/Rajasthan Agricultural...Rajasthan Agricultural Competitiveness Project 8 Rajasthan

RAJASTHAN AGRICULTURAL

COMPETITIVENESS PROJECT

Detailed Project Report on Canning

of Fruits and Vegetables

Prepared by:

AGRI BUSINESS PROMOTION FACILITY

Rajasthan Agricultural Competitiveness Project 1

Table of Contents

List of Figures 2

List of Tables 3

Chapter 1- Introduction to Canning of Fruits & Vegetables 4

Chapter 2- Scenario of Canning of Fruits & Vegetables –Global & Indian 6

Chapter 3- Production Profile of Rajasthan 8

Chapter 4- Technical Process Flow 13

Chapter 5- Technology Options Available 19


Figure 1: Canned Fruits & Vegetables ................................................................................................... 4 Figure 2: Fruits Canning ........................................................................................................................ 5 Figure 3: Vegetables Canning ............................................................................................................... 5 Figure 4: Global Processed Food Market ............................................................................................... 6 Figure 5: Market Segmentation as per Geography ................................................................................ 6 Figure 6: District wise production of Tomato .......................................................................................... 9 Figure 7: District wise production of Chilli ............................................................................................. 10 Figure 8: Generic process flow diagrams fruit canning......................................................................... 15 Figure 9: Generic process flow diagrams Juice Canning ..................................................................... 16 Figure 10: Generic process flow diagrams vegetable canning ............................................................. 17

List of Figures


Table 1: Details of vegetable production ................................................................................................ 8 Table 2: Vegetable Area, production, yield in past 3 years ................................................................... 8 Table 3: Key fruits of Rajasthan ........................................................................................................... 10 Table 4: Fruits, area, production and yield in past 3 years ................................................................... 10 Table 5 Production profile of Bansur cluster ......................................................................................... 11 Table 6 Production profile of Bonli cluster ............................................................................................ 11 Table 7 Production profile of Gudha cluster ......................................................................................... 12 Table 8: Assumptions for Rental and Captive Model ........................................................................... 19 Table 9: Assumptions for Operating Capacity utilization ...................................................................... 19 Table 10: Project Cost Summary.......................................................................................................... 20 Table 11: Means of Finance Summary................................................................................................. 20 Table 12: Civil Cost Summary .............................................................................................................. 21 Table 13: Utilities and other project components ................................................................................. 21 Table 14: Plant and Machinery ............................................................................................................. 21 Table 15: Income Statement ................................................................................................................ 25 Table 16: Balance Sheet ...................................................................................................................... 28 Table 17: Assumptions for Operating Capacity .................................................................................... 30 Table 18: Project Cost Summary.......................................................................................................... 30 Table 19: Means of Finance Summary................................................................................................. 31 Table 20: Civil Cost Summary .............................................................................................................. 31 Table 21: Utilities and other project components ................................................................................. 32 Table 22: Plant and Machinery ............................................................................................................. 32 Table 23: Income Statement ................................................................................................................ 36 Table 24: Balance Sheet ...................................................................................................................... 38

List of Tables


Canning is a method of preserving of food in which the food is processed and

hermetically sealed in containers through agency of heat. Canning provides a shelf

life typically ranging from one to five years, although under specific circumstances it

can be much longer.

History of Canning: In 1809, Nicolas Appert, a French confectioner and brewer

observed that food cooked inside a jar did not spoil unless the seals leaked and

developed method of sealing food in glass jars which is referred to as

APPERTIZATION and known as CANNING.

Figure 1: Canned Fruits & Vegetables

The canning of fruits and vegetables is a growing, competitive industry, especially the international export portion. The industry is made up of establishments primarily engaged in canning fruits, vegetables, fruit and vegetable juices; processing ketchup and other tomato sauces; and producing natural and imitation preserves, jams, and jellies. The goal of the canning process is to destroy any microorganisms in the food and prevent recontamination by microorganisms.

Heat is the most common agent used to destroy microorganisms. Removal of oxygen can be used in conjunction with other methods to prevent the growth of oxygen requiring microorganisms. In the conventional canning of fruits and vegetables, there

are basic process steps that are similar for both types of products. However, there is a great diversity among all plants and even those plants processing the same

commodity. The differences include the inclusion of certain operations for some fruits or vegetables, the sequence of the process steps used in the operations, and the cooking or blanching steps. Production of fruit or vegetable juices occurs by a different sequence of operations and there is a wide diversity among these plants. Typical canned products include beans (cut and whole), beets, carrots, corn, peas, spinach,

Chapter 1- Introduction to

Canning of Fruits & Vegetables


tomatoes, apples, peaches, pineapple, pears, apricots, and cranberries. Typical juices are orange, pineapple, grapefruit, tomato, and cranberry. Generic process flow diagrams for the canning of fruits, vegetables, and fruit juices are shown in figures below

Figure 2: Fruits Canning

The steps outlined in these figures are intended to the basic processes in production. A typical commercial canning operation may employ the following general processes: washing, sorting/grading, preparation, container filling, exhausting, container sealing, heat sterilization, cooling, labeling/casing, and storage for shipment. In these diagrams, no attempt has been made to be product specific and include all process steps that would be used for all products. One of the major differences in the sequence of operations between fruit and vegetable canning is the blanching operation. Most of the fruits are not blanched prior to can filling whereas many of the vegetables undergo this step. Canned vegetables generally require more severe processing than do fruits because the vegetables have much lower acidity and contain more heat-resistant soil organisms. Many vegetables also require more cooking than fruits to develop their most desirable flavor and texture. The methods used in the cooking step vary widely among facilities. With many fruits, preliminary treatment steps (e. g., peeling, coring, halving, pitting) occur prior to any heating or cooking step but with vegetables, these treatment steps often occur after the vegetable has been blanched. For both fruits and vegetables, peeling is done either by a mechanical peeler, steam peeling, or lye peeling. The choice depends upon the type of fruit or vegetable or the choice of the company.

Figure 3: Vegetables Canning

Receiving

& Storage Washing Sorting &

Grading

Chopper &

Slicer Can Filler

Can

Sealer

Heat

Sterilizatio

n

Water

Cooler Labeling Storage

Receiving

& Storage Washing Sorting &

Grading

Chopper &

Slicer Can Filler

Can

Sealer Heat

Sterilizatio

n

Water

Cooler Labeling Storage


Global Scenario: Globally, food processing is the largest sector across the world

considering the number of enterprises involved in the sector. Its significance and potential may be also ascribed to the scope for economic value addition offered in the sector. In this circumstance, it is hardly surprising that the global food processing industry is pegged at USD 3.2 trillion.

Figure 4: Global Processed Food Market

Source: Euro monitors International

Figure 5: Market Segmentation as per Geography

The contours of the global food industry are constantly changing and evolving, thereby reinforcing the key themes of health, convenience and value. As indicated, the global processed food industry is valued at around US$ 3.2 trillion and accounts for

three-fourths of global food sales1. Despite the large size of the industry, only 6 percent of processed foods are traded across borders compared to 16 percent of major bulk agricultural commodities. The U.S., EU and Japan together account for over 60

Chapter 2- Scenario of Canning

of Fruits & Vegetables –Global

& Indian

3000

80%

2600

62% 200

0

65%

2150

50% 1500

1750

1000 69

0

800

500

450

500

500

600

100

150

200

90%

80

%

70

%

60

%

50

%

40

% Hot drinks Soft Drinks Alcoholic Drinks Packaged food

2007 2011 2015E Growth in

Market Segmentation as per Geography

9.10% 20.90

%

31.10%

39%

U. S Europe Asia Pacific Rest of the world


percent of total processed food retail sales in the world. The USA is the single largest consumer of processed food and accounts for 21% of global sales.

The global processing industry has experienced consistent demand over the five years to 2017, as economies of every size continue to consume processed products and consumer spending increases as the world recovers from global recession. Demand has grown particularly faster in developing economies as industrial growth has translated into greater urbanization, higher per capita incomes and expansion in the size of the middle class. As the global middle class has grown, it has demanded larger quantities of higher quality and more-diverse food. Industry demand is expected to increase as producers focus on nutritious ingredients and less invasive processing techniques in order to keep products as organic as possible. USA and China processes their 90 per cent and 40 per cent produce. Other developing countries, such as Thailand, Philippines, and Brazil are processing as high as 30, 78 and 70 per cent of their produce.

Indian Scenario: Fast-moving consumer goods (FMCG) sector is the 4th largest

sector in the Indian economy with Household and Personal Care accounting for 50 per cent of FMCG sales in India. FMCG is the fourth largest sector in the Indian economy. India’s household and personal care is the leading segment, accounting for 50 per cent of the overall market. healthcare (31 per cent) and food and beverages (19 per cent) comes next in terms of market share. Growing awareness, easier access and changing lifestyles have been the key growth drivers for the sector. The number of online users in India is likely to cross 850 million by 2025. Growing awareness, easier access and changing lifestyles have been the key growth drivers for the sector. The urban segment (accounts for a revenue share of around 55 per cent) is the largest contributor to the overall revenue generated by the FMCG sector in India However, in the last few years, the FMCG market has grown at a faster pace in rural India compared with urban India. Semi-urban and rural segments are growing at a rapid pace and FMCG products account for 50 per cent of total rural spending.

Revenues of FMCG sector reached Rs 3.4 lakh crore (US$ 52.8 billion) in FY18 and

are estimated to reach US$ 103.7 billion in 2020. Rural consumption has increased,

led by a combination of increasing incomes and higher aspiration levels; there is an

increased demand for branded products in rural India. The rural FMCG market in

India is expected to grow to US$ 220 billion by 2025 from US$ 23.6 billion in FY18.

On the other hand, with the share of unorganized market in the FMCG sector falling,

the organized sector growth is expected to rise with increased level of brand

consciousness, also augmented by the growth in modern retail.

India has a large base of young consumers who form the majority of the workforce

and, due to time constraints, barely get time for cooking. Online portals are expected

to play a key role for companies trying to enter the hinterlands. The Internet has

contributed in a big way, facilitating a cheaper and more convenient means to

increase a company’s reach. It is estimated that 40 per cent of all FMCG consumption

in India will be online by 2020. The online FMCG market is forecasted to reach US$

45 billion in 2020 from US$ 20 billion in 2017.


Rajasthan harbours a variety of fruits and vegetables and this section details the

diversity in the production profile of Rajasthan elaborating on the districts and their

production.

The table below captures the analysis for key crops of Rajasthan and highlights that

Onion followed by Potato and Tomato hold maximum potential for creating a market

as they account for 63.4%, 12.9% and 5% of the total vegetable production of the state.

Table 1: Details of vegetable production

Crop Production (MT)

% Share in Total

Veg.

Yield (Prod MT/ Area Ha)

AREA (Ha)

% Share in Total

Veg.

Rajasthan as % of India

(%)

Onion 1,149,291 63.4% 18.4 62,499 36.7% 6.9%

Potato 234,552 12.9% 16.1 20,366 12.0% 0.5%

Tomato 90,224 5.0% 4.4 14,552 8.6% 0.4%

Cauli flower

58,404 3.2% 5.3 13,831 8.1% 0.6%

Pea 36,375 2.0% 2.6 10,964 6.4% 0.7%

Brinjal 31,715 1.7% 5.4 5,881 3.5% 0.2%

Spinach 20,808 1.1% 4.9 5,514 3.2% 0.2%

Carrot 19,771 1.1% 5.3 4,673 2.7% 0.7%

Green Chili

16,154 0.9% 2.9 4,274 2.5% 0.3%

Okra 15,379 0.8% 4.2 3,865 2.3% 0.2%

Total 92.3% 86.1%

Source: Rajasthan Horticulture Department, Data pertains to year 2016-17

Table 2: Vegetable Area, production, yield in past 3 years

Name of Vegetab

les

2014-15 2015-16 2016-17

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Onion 61363 96078

4 15657 86306

1435112

16628 62499 11492

91 18389

Tomato 16519 75228 4554 20507 83286 4061 20366 90224 4430

Potato 12514 14981

4 11972 14322

229829

16047 14552 23455

2 16118

Brinjal 4633 21803 4706 6078 25789 4243 5881 31715 5393

Okra 3481 11819 3395 3282 10340 3151 3702 15379 4154

Tinda 4847 13045 2691 6645 14650 2205 3865 11190 2895

Cucumber

713 5478 7683 2334 7018 3007 1184 5239 4423

Long Melon

1780 4130 2320 1130 3021 2673 2240 10193 4550

Chapter 3- Production Profile of

Rajasthan


Name of Vegetab

les

2014-15 2015-16 2016-17

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Pumpkin

939 13332 14198 1273 16449 12921 819 8539 10426

Bottle Gourd

3977 14719 3701 4435 15131 3412 4673 27168 5814

Ridge Gourd

1280 4834 3777 1495 3973 2658 1161 4525 3898

Bitter Gourd

806 2319 2877 822 2331 2836 723 2306 3192

Cole crops

11630 56312 4842 13857 56083 4047 12250 77992 6367

Carrot 814 6965 8557 1530 8904 5820 3745 19771 5279

Radish 725 3681 5077 851 3403 3999 1094 5071 4634

Peas 13562 30359 2239 14219 31280 2200 13831 36375 2630

Cluster Bean

828 1736 2097 694 976 1406 979 2664 2721

Sweet Potato

753 5744 7628 1003 9602 9573 520 6516 12531

Spinach 1882 8115 4312 2909 15974 5491 4274 20808 4869

Colocasia

309 1129 3654 378 1346 3561 413 2836 6867

Water Melon

3013 18379 6100 2929.

94 27564 9408 2518 23607 9374

Musk Melon

2536 10413 4106 981.7

8 6661.5 6785 1186 5679 4789

Others 5012 13090 2612 6663 12234 1836 7657 21208 2770

Total 15391

6 14332

28 9312

194645

2020957

10383 17013

2 18128

48 10656


Figure 6: District wise production of Tomato


The district wise production of Tomato is highlighted in a graph given above. While

Jaipur dominates the production of Tomato followed by Sirohi and Sikar in Rajasthan.

However, Jodhpur has the least production.

The various spices give unique flavor and fragrance to the food. The major spices used in almost all the Rajasthani food such as red chilies, pepper, cloves, mustard seeds,

2271119427

12202

4470 3282 3173 2990 2648 2411 2231

Pro

od

uctio

n d

ata

in

M.T

.

District Wise Production of Tomato


cardamoms, cinnamon sticks, cumin seeds and dried mango powder. These spices also allow the prepared food to last long in the hot climatic conditions of Rajasthan. The spices also lend the required color and texture to the gravies and curry used in many of the Rajasthani foods.

Figure 7: District wise production of Chilli


The district wise production of Chilli is highlighted in a graph blow. While Jaipur

dominates the production of Chilli followed by Bundi and Alwar in Rajasthan.

After the analysis of key crops of the state of Rajasthan, we analyse the fruit production

profile for fruits of Rajasthan and the following section will capture the same and will

also highlight the district wise scenario of fruits. The figure below provides the glimpse

of the same.

Table 3: Key fruits of Rajasthan

DISTRICT Production (MT)

% Share in Total Veg.

Yield (Prod MT/ Area Ha)

Rajasthan as % of India (%)

Orange 496,950 55.5% 21.3 4.1% (Citrus)

Kinnow 204,260 22.8% 21.4

Mango 88,837 9.9% 17.2 0.4%

Guava 27,176 3.0% 6.5 1.0%

Lime 16,659 1.9% 5.7 Citrus

Aonla 13,747 1.5% 8.6 1.5%

Malta 12,816 1.4% 128.2 Citrus

Pomegranate 10,379 1.2% 3.6 0.4%

Papaya 8,708 1.0% 11.7 0.2%

Ber 4,697 0.5% 6.8 1.6%

Total 98.7% Source: Rajasthan Horticulture Department, Data pertains to year 2016-17

Table 4: Fruits, area, production and yield in past 3 years

NAME OF

FRUITS

2014-15 2015-16 2016-17

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Mango 5454 78673 14425 5001 82268 16451 5164 88837 17204

Guava 2457 23075 9392 3850 41354 10743 4171 27176 6516

Lemon 3001 21221 7071 2891 16363 5659 2947 16659 5653

Orange 11810 26438

9 22387 12477

267343

21427 23349 49695

0 21284

5088

1616502 424 295 281 143 102 75 4 4 0

Pro

duction in M

T

District Wise Production of Chilli


NAME OF

FRUITS

2014-15 2015-16 2016-17

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Area (ha)

Prod. (MT)

Yield (Kg/Ha)

Kinnow 8678 30067

0 34647 8821

189483

21482 9547 20426

0 21396

Mosambi

1373 3841 2798 192 2349 12226 206 2159 10498

Malta 85 600 7059 82 38 468 100 12816 128236

Pomegranate

2065 7844 3799 2465 10050 4077 2857 10379 3633

Ber 857 7003 8172 714 6732 9426 695 4697 6756

Aonla 1609 12888 8010 1656 14099 8514 1603 13747 8574

Papaya 464 5676 12233 717 10718 14956 743 8708 11720

Grapes 1 10 10000 5 25 4889 3 7 2296

Sapota 11 50 4545 13 36 2803 11 56 5034

Banana 30 244 8133 35 405 11706 36 345 9509

Phalsa 102 215 2108 23 47 2013 35 62 1791

Sitaphal 534 4555 8530 524 6121 11671 546 4284 7846

Other 636 3386 5324 865 3182 3680 747 3394 4544

Total 39167 73434

0 18749 40329

650610

16133 52759 89453

5 16955


Scenario in RACP cluster

Out of 17 clusters of RACP, only 3 clusters have majority of Fruits and Vegetables production. These clusters can be aimed at for setting up of canning unit.

Table 5 Production profile of Bansur cluster

# Name of Fruits and Vegetables Area (Ha) Production (MT)

1 Tomato 300 12000

2 Chilli 300 7500

3 Bottle Gourd 400 16000

4 Raddish 500 15000

5 Green peas 100 20000

6 Pumpkin 200 6500

7 Apple Gourd (Tinda) 200 6000

Table 6 Production profile of Bonli cluster


1 Guava 310 744

2 Tomato 54.19 65.28

3 Onion 54.19 75.26

4 Okara 27.08 14.54

5 Pea 23.69 28.42


Table 7 Production profile of Gudha cluster


1 Potato 140 2,140

2 Brinjal 175 33,400

3 Tomato 550 12,100

4 Green Chilli 220 4,700

5 Cabbage 450 11,800

6 Bottle Gourd 10 80

7 Cauli Flower 265 4,650

8 Carrot 50 1,000

9 Radish 35 550

10 Okra 95 450

11 Pea 1,520 12,160

12 Spinach 450 4,500

13 Fenugreek Leaves 620 6,200

14 Garlic 8,000 78,000


Canned Fruits and Vegetables

The goal of the canning process is to destroy any microorganisms in the food and

prevent recontamination by microorganisms. Heat is the most common agent used to

destroy microorganisms. Removal of oxygen can be used in conjunction with other

methods to prevent the growth of oxygen requiring microorganisms.

In the conventional canning of fruits and vegetables, there are basic process steps that

are similar for both types of products. However, there is a great diversity among all

plants and even those plants processing the same commodity. The differences include

the inclusion of certain operations for some fruits or vegetables, the sequence of the

process steps used in the operations, and the cooking or blanching steps. Production

of fruit or vegetable juices occurs by a different sequence of operations and there is a

wide diversity among these plants. Typical canned products include beans (cut and

whole), beets, carrots, corn, peas, spinach, Red Pepper, Cucumber, peaches,

pineapple, pears, apricots, and cranberries. Typical juices are Mango, pineapple,

tomato, and guava. Generic process flow diagrams for the canning of fruits,

vegetables, and fruit juices are shown in Figures 9, 10, and 11.

The steps outlined in these figures are intended to the basic processes in production.

A typical commercial canning operation may employ the following general processes:

washing, sorting/grading, preparation, container filling, exhausting, container sealing,

heat sterilization, cooling, labeling/casing, and storage for shipment. In these

diagrams, no attempt has been made to be product specific and include all process

steps that would be used for all products. Figures 9 and 11 show optional operations,

as dotted line steps, that are often used but are not used for all products. One of the

major differences in the sequence of operations between fruit and vegetable canning

is the blanching operation. Most of the fruits are not blanched prior to can filling

whereas many of the vegetables undergo this step. Canned vegetables generally

require more severe processing than do fruits because the vegetables have much

lower acidity and contain more heat-resistant soil organisms. Many vegetables also

require more cooking than fruits to develop their most desirable flavor and texture. The

methods used in the cooking step vary widely among facilities. With many fruits,

preliminary treatment steps (e. g., peeling, coring, halving, pitting) occur prior to any

heating or cooking step but with vegetables, these treatment steps often occur after

the vegetable has been blanched. For both fruits and vegetables, peeling is done either

by a mechanical peeler, steam peeling, or lye peeling. The choice depends upon the

type of fruit or vegetable or the choice of the company.

Equipment for conventional canning has been converting from batch to continuous

units. In continuous retorts, the cans are fed through an air lock, then rotated through

the pressurized heating chamber, and subsequently cooled through a second section

of the retort in a separate cold-water cooler. Commercial methods for sterilization of

canned foods with a pH of 4.5 or lower include use of static retorts, which are similar

to large pressure cookers. A newer unit is the agitating retort, which mechanically

Chapter 4- Technical Process Flow


moves the can and the food, providing quicker heat penetration. In the aseptic

packaging process, the problem with slow heat penetration in the in-container process

are avoided by sterilizing and cooling the food separate from the container. Pre-

sterilized containers are then filled with the sterilized and cooled product and are

sealed in a sterile atmosphere.

To provide a closer insight into the actual processes that occur during a canning

operation, a description of the canning of whole tomatoes is presented in the following

paragraphs. This description provides more detail for each of the operations than is

presented in the generic process flow diagrams in Figures 9, 10, and 11.


Figure 8: Generic process flow diagrams fruit canning

Receiving and Storage

Washing Sorting and

Grading Chopping and Slicer

Can Filling

Can SealerHeat

Sterlization Water Cooler

Labeling and Casing

Storage

Syrup Machine

Steam Exhausting

Peeler or Chopper VOC & PM Emissions


Figure 9: Generic process flow diagrams Juice Canning


Washing Sorting and

Grading

Crushingand De stoning

Pulper Finisher

Pre-Heating Can Filling Can SealerHeat


Labeling and Casing

Storage


Figure 10: Generic process flow diagrams vegetable canning


Washing Sorting and

Grading Blancher or

Cooker Can Filling

Steam Exhausting

Can SealerHeat


Labeling and Casing

Storage

Cutter Peeler + Washing

VOC & PM Emissions


Process Flow Chart for Tomato

Fruit & Vegetable Washer Inspection conveyor Pulper & Finisher

Preheater Can Filling Machine Canned Tomato Puree


We propose two technology options i.e. Low end and High end available for canning

of fruits & vegetables. The high end technology option would require higher capital

investment as compared to the low end technology option. The high end option

includes a Fully-Automatic canning plant for fruits & vegetables of 1800 Cans per

hour. On the other hand, the low end technology option requires less capital as

compared to high end line which includes low end canning plant for fruits &

vegetables of 1000 Cans per hour.

Low End Technology – Canned fruits & vegetables Processing line

Business Assumption:

The business plan has assumed Captive model for canning of fruits & vegetables.

The Captive Model involves direct selling of canned products such as canned

gherkins, tomato puree and canned sarso ka saag in the market after processing.

The assumptions for the line of processing of canned fruits & vegetables under

Captive Model is given below:

Table 8: Assumptions for Rental and Captive Model

Business Case –

Assumptions

Year

1

Year

2

Year

3

Year

4

Year

5

Year

6

Year

7

Year

8

Year

9

Year

10

Captive Trading 0 100% 100% 100% 100% 100% 100% 100% 100% 100%

The assumptions for the line of canned fruits & vegetables processing for Operating

Capacity utilization is given below.

Table 9: Assumptions for Operating Capacity utilization

Business Case -

Assumptions

Year

1

Year

2

Year

3

Year

4

Year

5

Year

6

Year

7

Year

8

Year

9

Year

10

Operating Capacity 40% 50% 60% 70% 80% 90% 90% 90% 90%

Project Cost

The total cost of the project is estimated at Rs.47.87 Lakhs, out of which civil cost

constitutes Rs 12.60 Lakhs, plant and machinery constitutes Rs.24.72Lakhs, utilities

& support of Rs. 8.02 Lakhs, Interest during construction of Rs. 1.02 Lakhs and

Chapter 5- Technology Options

Available


Preliminary & pre-operating expenses of Rs. 1.50 Lakhs. The detailed description of

each component of project cost is depicted in the tables below.

Table 10: Project Cost Summary

Capex Components Year 1

Civil Cost 12.60

Plant & Machinery 24.72

Utility & Support 8.02

Preliminary & Pre-operative expenses 1.02

IDC 1.23

Total Capex 47.87

Note: We have not considered the land cost in this business model

Proposed Means of Finance

The promoter’s equity in the project is Rs 23.94 Lakhs which is 50% per cent of the

total project cost. The term loan considered for the project is estimated at Rs. 23.94

Lakhs which is 50 per cent of the total project cost.

Table 11: Means of Finance Summary

Means of Finance (INR Lacs) Year 1

Total Project Cost 47.87

Funding

Equity (Promoters Cost) 23.94

Debt 23.94

Total Funding Required 47.87

Note: We have not considered grant in aid being offered by National Horticulture Board or any other government

entity/ institutions. Which may have an impact on the overall profitability of the project in a positive way.

Civil Work

The total cost of civil work has been estimated to be Rs 12.06 lakhs. Cost of civil

work comprises of the built-up cost of processing machine, Raw material storage &

Finished goods storage. The total cost of technical civil works has been arrived at

on the basis of the estimates provided by the Chartered Engineer (Civil) and are

substantiated with the requisite certificate.


Table 12: Civil Cost Summary

Civil Cost Total Area Required

(SQM)

Total Civil Cost (Lacs)

Processing Machine, Finished good storage structure and Raw Material Storage structure

150 12.06

Total Civil Cost 12.06

Utilities and other project components

The total cost of Utilities has been estimated to be Rs 8.04 lakhs, which includes

water storage of 10,000 LT/hour, generator set of 30 KVA, weighing scale, and

electrical wires & panel.

Table 13: Utilities and other project components

Utility & Support Infrastructure Capacity

(No. of Units) Overall Cost (INR Lacs)

Water Storage 10000 LT 0.36

Generator 30 KVA 5.28

Weighing Scale 2 1.20

Transformer / Electrical wires and Panel 1.20

Total Utility & Support 8.04

Plant and Machinery

The total cost of plant and machinery has been arrived on the basis of quotation

received from various suppliers of equipment and machinery. The total cost of P&M

is considered as Rs. 24.72 Lakhs (including IGST). The following table captures the

components under Plant & Machinery.

Table 14: Plant and Machinery

Plant & Machinery Capacity Total Cost

(Lacs)

Blanching Equipment 1.94

Stream Jacketed Kettle 2.16

Transfer Pump 0.97

Over Head Filling Tank 0.90

Filing Table 1.44

Straight Line Exhaust Box 1.51


Cost Of Seaming Chunks 301 Dia 2.70


COST OF SEAMING ROLLS 2 NOS 1st & 2 NOS 2nd

0.02

Canning Retort 0.09

Canning (Creates Req) 1.20

Rotatory Flat Body Reformer 0.64

301dia 0.50

401dia 0.03

Hand Flanger 0.04

301dia 0.54

401dia 0.07

Double Seamer 0.09

301dia 0.79

401dia 0.02

2nd 0.02

Round Can Body Beader 0.02

Cost Of Dies 0.95

Empty Can Washer & Sterlizer 0.21

Steam Boilers 0.36

Electric Hoist 5.40

Hand Pallet Truk 0.54

Lab Equipment 0.24

Pulp Feeding Screw Conveyer 1.20 Total Cost 24.72


Assumptions

Revenue Assumptions Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

GERKINS

Hours in a Day 8

Number of Shifts per day number 1 1 1 1 1 1 1 1 1

Gherkins CANS produced in an hour Cans/hour 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000

Gherkins CANS produced in one day Cans/day 8000 8000 8000 8000 8000 8000 8000 8000 8000 8000

Actual Installed Capacity CANS Cans/day 8000 8000 8000 8000 8000 8000 8000 8000 8000

Capacity Utilization (%) percentage 40% 50% 60% 70% 80% 90% 90% 90% 90%

Actual Output of CANS Cans/day 3200 4000 4800 5600 6400 7200 7200 7200 7200

1 CAN of Processed GERKIN (In grams) Grams 800

Brine Solution Grams/day 15% 384000 480000 576000 672000 768000 864000 864000 864000 864000

Cucumber Grams/day 85% 2176000 2720000 3264000 3808000 4352000 4896000 4896000 4896000 4896000

Actual quantity of Gherkins after losses Kgs/day 2176 2720 3264 3808 4352 4896 4896 4896 4896

Losses Kgs/day 15% 384 480 576 672 768 864 864 864 864

Actual quantity of Gherkins before losses 2560 3200 3840 4480 5120 5760 5760 5760 5760

Number of Days of Operation 90 90 90 90 90 90 90 90 90

Sarso Ka Saag Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Hours in a Day 8


SKS CANS produced in an hour Cans/hour 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000

SKS CANS produced in a day Cans/day 8000 8000 8000 8000 8000 8000 8000 8000 8000 8000





1 CAN of Processed Sarso Ka Saag (In grams) Grams 450

Sarso Ka Saag Grams/day 100% 1440000 1800000 2160000 2520000 2880000 3240000 3240000 3240000 3240000

Actual quantity of Sarso Ka Saag before losses Kgs/day 1440 1800 2160 2520 2880 3240 3240 3240 3240

Losses 5% 72 90 108 126 144 162 162 162 162

Actual quantity of Sarso Ka Saag after losses Kgs/day 1368 1710 2052 2394 2736 3078 3078 3078 3078


Operational Cost Assumptions Units YOY inc. Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Purchase Price of Cucumber Rs/kg 5%

20.0 21.0 22.1 23.2 24.3 25.5 26.8 28.1 29.5

Purchase Price of Salt Rs/kg 10.0 10.5 11.0 11.6 12.2 12.8 13.4 14.1 14.8

Selling Price Assumptions Units YOY inc. Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Gherkin Cans -800 grams Rs/Can 5%

65.00 68.25 71.66 75.25 79.01 82.96 87.11 91.46 96.03

Sarso Ka Saag Cans-450 grams Rs/Can 70.00 73.50 77.18 81.03 85.09 89.34 93.81 98.50 103.42


Income Statement The below mentioned is the income statement for canning of fruits & vegetables low-end:

Table 15: Income Statement

Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Income

Sales of Cans 389 510 643 788 945 1116 1172 1231 1292

Gherkins Cans 187 246 310 379 455 538 564 593 622

Saro Ka Saag Cans 202 265 333 408 490 579 608 638 670

Total Income (Rs.Lakhs) 0 389 510 643 788 945 1116 1172 1231 1292

Raw Material

Gherkins 46 60 76 93 112 132 139 146 153

Salt 0 0 0 0 1 1 1 1 1

Tomatoes 0 0 0 0 0 0 0 0 0

Sarso ka Saag raw material cost 112 140 168 196 224 252 252 252 252

Power 2.87 3.01 3.16 3.32 3.49 3.66 3.85 4.04 4.24

Packing Cost 86.40 113.40 142.88 175.03 210.04 248.11 260.51 273.54 287.22

Water 0.00 0.13 0.14 0.15 0.15 0.16 0.17 0.18 0.19

Briquettes 3.46 4.54 5.72 7.00 8.40 9.92 10.42 10.94 11.49

Total Direct Expenses 251 322 396 475 558 647 666 687 709

Gross Profit 138 189 247 312 387 470 506 544 584


Manpower 10.41 10.93 11.48 12.05 12.65 13.29 13.95 14.65 15.38

Repairs & Maintenance 2.04 2.14 2.25 2.36 2.48 2.60 2.73 2.87 3.01

Insurance 0.56 0.59 0.62 0.65 0.68 0.71 0.75 0.79 0.83

Admin Expenses 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Travelling Expenses 3.11 4.64 5.85 7.16 8.59 10.15 10.66 11.19 11.75

Selling & Distribution Expenses 19.44 26.79 33.76 43.42 52.10 64.62 67.86 74.81 78.55

Total In-Direct Expenses 0.00 36 45 54 66 77 91 96 104 110

EBITDA 102 143 193 247 310 378 410 440 474

Depreciation for Civil Works 0.00 1.26 1.13 1.02 0.92 0.83 0.74 0.67 0.60 0.54

Depreciation on P&M 0.00 3.71 3.15 2.68 2.28 1.94 1.65 1.40 1.19 1.01

Depreciation on Others Components 0.00 0.80 0.72 0.65 0.58 0.53 0.47 0.43 0.38 0.35

Others (Amortization - IDC, Pre-ops, Contingency) 0.00 1 1 1 1 1 0 0 0 0

Sub-Total 0.00 6 6 5 4 4 3 2 2 2

EBIT 0.00 96 138 188 243 306 376 407 437 472

Interest on Term Loan 2 2 2 1 1 0

Interest on Working Capital - Normal 44 57 72 88 106 125 131 138 145

PBT 0.00 50 79 114 153 200 250 276 300 327

Tax 0 2 14 32 44 58 73 81 88 96


PAT 0.00 48 65 82 109 142 177 195 212 231


Balance Sheet The below mentioned is the balance sheet statement for canning of fruits & vegetables low end:

Table 16: Balance Sheet

TOTAL LIABILITIES Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

A) Promoters Funds

Capital Contribution 17 24 24 24 24 24 24 24 24 24

PAT 0 48 65 82 109 142 177 195 212 231

PAT after appropriations 0 48 113 194 304 445 622 818 1029 1260

Sub-Total 17 72 136 218 328 469 646 842 1053 1284

B) Debt

Long Term Loans

Term Loan - Outstanding 16 21 17 14 10 5 0 0 0 0

Sub-Total 16 21 17 14 10 5 0 0 0 0

C)Current Liabilities

Creditors - others 0 10 13 16 20 24 28 29 31 32

Creditors - Raw Material 0 2 3 3 4 5 6 6 7 7

Bank Finance - Working Capital 0.00 300.02 394 496.32 608.06 729.73 862.05 905.15 950.40 997.92

Total Current Liabilities 0 312 410 516 632 758 896 941 988 1037

TOTAL LIABILITIES 33 405 563 748 969 1233 1542 1782 2041 2321

TOTAL ASSETS


D)Land 0 0 0 0 0 0 0 0 0 0

Fixed Assets

Gross Block (Civil + P&M) 12 30 40 35 30 26 23 20 18 16

Purchases 19 15 0 0 0 0 0 0 0 0

Less: Depreciation 0 6 5 4 4 3 3 2 2 2

Sub-Total 30 40 35 30 26 23 20 18 16 14

E)Current Assets

Net Debtors 0 96 126 159 194 233 276 289 304 319

Cash & Bank Balance 0 51 118 201 310 451 626 824 1038 1271

Stock 0 216 284 357 438 525 620 651 684 718

Sub-Total 0 363 527 717 942 1210 1522 1765 2025 2308

F)IDC, Pre-ops written off 2 2 2 1 1 0 0 0 0 0

TOTAL ASSETS 33 405 563 748 969 1233 1542 1782 2041 2321


High End Technology – Canned fruits & vegetables Processing Line

Business Assumption:

The business plan has assumed captive model. The Captive Model involves direct

selling of canned products such as canned gherkins, tomato puree and sarso ka

saag puree in the market after processing.

The assumptions for the line of processing of canned fruits & vegetables under

Captive Model is given below:

Table 17: Assumptions for Operating Capacity

Business

Case -

Assumptions

Year

1

Year

2

Year

3

Year

4

Year

5

Year

6

Year

7

Year

8

Year

9

Year

10

Capacity Utilization (%)

30% 35% 40% 45% 50% 60% 70% 80% 90%

The assumptions for the line of canned fruits & vegetables for Captive Model is given

below:

Business

Case –

Assumption

s

Yea

r 1

Year

2

Year

3

Year

4

Year

5

Year

6

Year

7

Year

8

Year

9

Year

10

Captive 100%

100%

100%

100%

100%

100%

100%

100%

100%

Project Cost

The total cost of the project is estimated at Rs 102.83 Lakhs, out of which civil cost

constitutes Rs 16.80 Lakhs, plant and machinery constitutes Rs 71.61 Lakhs, utilities

& support of Rs. 9.22 Lakhs, IDC of Rs. 1.75 and pre-operative expenses of Rs. 3.00

Lakhs. The detailed description of each component of project cost is depicted in the

tables below.

Table 18: Project Cost Summary

Capex Components Rs in Lakhs

Civil Cost 16.80

Plant & Machinery 71.61


Utility & Support 9.22

Preliminary Expenses 3.00

IDC 2.20

Furniture & Fixtures -

Total Capex 102.83

Note: We have not considered the land cost in this business model

Proposed Means of Finance

The promoter’s equity in the project is Rs. 61.43 Lakhs which is 60% per cent of the

total project cost. The term loan considered for the project is estimated at Rs. 40.95

Lakhs which is 40 per cent of the total project cost.

Table 19: Means of Finance Summary

Means of Finance (INR Lacs) Year 1

Total Project Cost 102.38

Funding

Equity (Promoters Cost) 61.43

Debt 40.95

Total Funding Required 102.38

Note: We have not considered grant in aid being offered by National Horticulture Board or any other government

entity/ institutions. Which may have an impact on the overall profitability of the project in a positive way.

Civil Work The total cost of civil work has been estimated to be Rs 16.80 lakhs. Cost of civil

work comprises of the cost of fruits processing space, Raw material storage &

Finished goods storage. The total cost of technical civil works has been arrived at

on the basis of the estimates provided by the Chartered Engineer (Civil) and are

substantiated with the requisite certificate.

Table 20: Civil Cost Summary

Civil Cost Total Area Required

(SQM)

Total Civil Cost (Lacs)

Fruits processing space Finished good storage, Raw material storage

200 16.80

Total civil cost 16.80


Utilities and other project components

The total cost of Utilities has been estimated to be Rs 9.22 lakhs, which includes

water storage of 10,000 LT, generator set of 30 KVA, 4 weighing scales and one

transformer.

Table 21: Utilities and other project components

Utility & Support Infrastructure Capacity (No. of Units)

Overall Cost (INR Lacs)

Water Storage 10000 LT 0.60

Generator 30 KVA 6.24

Weighing Scale 4 1.20

Transformer / Electrical wires and panels 1 1.20

Total Utility & Support 9.22

Plant and Machinery

The total cost of plant and machinery has been arrived on the basis of quotation

received from various suppliers of equipment and machinery. The total cost of P&M

is considered as Rs. 71.61 Lakhs (including GST). The following table captures the

distribution of P&M and utilities.

Table 22: Plant and Machinery

Plant & Machinery Capacity Total Cost (Lacs)

Fruits Washing Machine 5.83

Sorting/Inspection Conveyor 2.16

Blanching Equipment 3.88

Stream Jacketed Kettle 3.24

Transfer Pump 1.94

Over Head Filling Tank 1.15

Filing Table 0.28

Straight Line Exhaust Box 1.51



COST OF SEAMING ROLLS 2 NOS 1st & 2 NOS 2nd

0.04

Canning Retort 0.09

Canning (Creates Req) 2.41

Rotatory Flat Body Reformer 1.29

301dia 0.50

401dia 0.03


Hand Flanger 0.04

301dia 0.54

401dia 0.07

Double Seamer 0.09

301dia 0.79

401dia 0.02

2nd 0.02

Round Can Body Beader 0.02

Cost Of Dies 0.95

Empty Can Washer & Sterlizer 0.21

Steam Boilers 0.36

Electric Hoist 7.56

Hand Pallet Truk 0.54

Lab Equipment 0.24

Pulp Feeding Screw Conveyer 2.40

Fruits Mill Crusher 2.70

De Stoner 1.98

Wastage Screw Conveyer 4.20

Collection Tank 3.54

Pulp Transfer Pump 0.78

Pulper And Finisher 1.39

Collection Tank 3.54

Pre Heater 0.78

Internal Product Pipeline 4.74

Piston Filler 3.54

Total Cost 71.61


Assumption

Revenue Assumptions Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

GHERKINS

Hours in a Day 8


Gherkins CANS produced in an hour Cans/hour 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800

Gherkins CANS produced in one day Cans/day 14400 14400 14400 14400 14400 14400 14400 14400 14400 14400




1 CAN of Processed GERKIN (In grams)

Grams 800

Brine Solution Grams/day 15% 518400 604800 691200 777600 864000 1036800 120960

0 138240

0 155520

0

Cucumber Grams/day 85% 2937600 3427200 391680

0 4406400

4896000

5875200 685440

0 783360

0 881280

0

Actual quantity of Gherkins after losses Kgs/day 2938 3427 3917 4406 4896 5875 6854 7834 8813

Losses Kgs/day 15% 518 605 691 778 864 1037 1210 1382 1555

Actual quantity of Gherkins before losses 3456 4032 4608 5184 5760 6912 8064 9216 10368


Sarso Ka Saag Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Hours in a Day 8


Sarso Ka Saag CANS produced in an hour

Cans/hour 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800

Sarso Ka Saag CANS produced in a day Cans/day 14400 14400 14400 14400 14400 14400 14400 14400 14400 14400





1 CAN of Processed Saag (In grams) Grams 450

Saarso Ka Saag Grams/day 100% 2592000 2916000 324000

0 3564000

3888000

4536000 518400

0 518400

0 583200

0

Actual quantity of Sarso ka Saag before losses

Kgs/day 2592 2916 3240 3564 3888 4536 5184 5184 5832

Losses 5% 130 146 162 178 194 227 259 259 292

Actual quantity of Sarso Ka Saag after losses

Kgs/day 2462 2770 3078 3386 3694 4309 4925 4925 5540


Tomatoe PUREE Units Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Hours in a Day 5

Number of Shifts per day Units 1 1 1 1 1 1 1 1 1

Tomato Puree CANS produced in an hour

Cans/hour 1800 1800 1800 1800 1800 1800 1800 1800 1800 1800

Tomato Puree CANS produced in a day Cans/day 8640.00 8640 8640 8640 8640 8640 8640 8640 8640 8640

Actual Installled Capacity CANS Cans/day 8640 8640 8640 8640 8640 8640 8640 8640 8640


Actual Output of CANS 2592 3024 3456 3888 4320 5184 6048 6912 7776

1 CAN of Processed Tomato Puree (In grams)

Grams/day 800 2073600 2419200 276480

0 3110400

3456000

4147200 483840

0 552960

0 622080

0

Actual Quantity Tomato Puree after Processing loss

Kgs/day 2074 2419 2765 3110 3456 4147 4838 5530 6221

Processing Loss 20% 518 605 691 778 864 1037 1210 1382 1555

Actual Quantity Tomato before Processing loss

Kgs/day 2592 3024 3456 3888 4320 5184 6048 6912 7776

No. of Days of operation no. 90 90 90 90 90 90 90 90 90


Operational Cost Assumptions Units YOY inc. Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Purchase Price of Cucumber Rs/kg

5%

20.0 21.0 22.1 23.2 24.3 25.5 26.8 28.1 29.5

Purchase Price of Salt Rs/kg 10.0 10.5 11.0 11.6 12.2 12.8 13.4 14.1 14.8

Purchase Price of Tomatoes Rs/kg 5.0 5.3 5.5 5.8 6.1 6.4 6.7 7.0 7.4

Selling Price Assumptions Units YOY inc. Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

5%

0 0 0 0 0 0 0 0

Gherkin Cans -800 grams Rs/Can 65.00 68.25 71.66 75.25 79.01 82.96 87.11 91.46 96.03

Sarso Ka Saag Cans-450 grams Rs/Can 120.00 126.00 132.30 138.92 145.86 153.15 160.81 168.85 177.29

Tomatoes Puree- 800 grams Rs/Can 45.00 47.25 49.61 52.09 54.70 57.43 60.30 63.32 66.49

Income Statement The below mentioned is the income statement for the High end line of processing of canned fruits & vegetables:

Table 23: Income Statement

Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Income

Sales of CANS 451 544 646 757 877 1094 1330 1525 1801

Gherkins Cans 168 206 248 293 341 430 527 632 747

Sarso Ka Saag Cans 177 209 244 282 323 396 475 499 589

Tomatoes Puree Cans 105 129 154 182 213 268 328 394 465

Total Income (Rs.Lakhs) 0 451 544 646 757 877 1094 1330 1525 1801


Raw Material

Gherkins 41 51 61 72 84 106 130 156 184

Salt 0 0 0 0 0 1 1 1 1

Tomatoes 12 14 17 20 24 30 36 44 52

Sarso ka Saag raw material cost 128 144 160 176 192 235 256 256 288

Power 8.99 9.43 9.91 10.40 10.92 11.47 12.04 12.64 13.28

Packing Cost 125.71 151.73 180.03 210.79 244.17 304.35 369.93 423.08 499.76

Water 0.20 0.56 0.59 0.62 0.65 0.69 0.72 0.76 0.79

Briquettes 2.79 3.37 4.00 4.68 5.43 6.76 8.22 9.40 11.11

Total Direct Expenses 319 375 433 495 561 694 814 902 1050

Gross Profit 132 170 213 262 316 400 516 623 752

Manpower 27.69 29.07 30.53 32.05 33.66 35.34 37.11 38.96 40.91

Repairs & Maintenance 4.39 4.61 4.84 5.09 5.34 5.61 5.89 6.18 6.49

Insurance 1.33 1.39 1.46 1.54 1.61 1.69 1.78 1.87 1.96

Travelling Expenses 7.13 8.67 10.34 12.16 14.14 17.72 21.63 25.36 29.96

Selling & Distribution Expenses 22.54 28.58 33.93 41.73 48.36 63.32 77.00 92.68 109.48

Total In-Direct Expenses 0.00 63 72 81 93 103 124 143 165 189

EBITDA 68 97 132 169 213 276 373 458 563

Depreciation for Civil Works 0.00 1.68 1.51 1.36 1.22 1.10 0.99 0.89 0.80 0.72

Depreciation on P&M 0.00 10.74 9.13 7.76 6.60 5.61 4.77 4.05 3.44 2.93

Depreciation on Others Components 0.00 0.24 0.39 0.37 0.35 0.34 0.32 0.31 0.30 0.19

Others (Amortization - IDC, Pre-ops, Contingency) 0.00 1 1 1 1 1 0 0 0 0


Sub-Total 0.00 14 12 11 9 8 6 5 5 4

EBIT 0.00 55 85 122 160 205 270 368 453 559

Interest on Term Loan 5 4 3 2 2 1

Interest on Working Capital - Normal 33 40 48 56 65 81 99 113 133

PBT 0.00 17 41 70 101 138 188 269 340 426

Tax 0 1 7 19 29 40 55 79 100 126

PAT 0.00 16 34 51 73 98 134 190 240 300

Balance Sheet The below mentioned is the balance sheet statement for the High end line of processing of canned fruits & vegetables:

Table 24: Balance Sheet

TOTAL LIABILITIES Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

A) Promoters Funds

Capital Contribution 37 51 51 51 51 51 51 51 51 51

PAT 0 16 34 51 73 98 134 190 240 300

PAT after appropriations 0 16 50 102 174 273 406 597 837 1136

Sub-Total 37 67 102 153 226 324 458 648 888 1188

B) Debt

Long Term Loans


Term Loan - Outstanding 33 45 37 29 20 11 0 0 0 0

Sub-Total 33 45 37 29 20 11 0 0 0 0

C)Current Liabilities

Creditors - others 0 9 11 13 15 17 21 26 29 34

Creditors - Raw Material 0 1 2 2 2 3 4 4 5 6

Bank Finance - Working Capital 0.00 229.98 278 329.91 386.50 447.92 558.73 679.50 778.91 920.20

Total Current Liabilities 0 240 290 345 404 468 583 709 813 961

TOTAL LIABILITIES 70 353 429 527 650 803 1041 1358 1701 2149

TOTAL ASSETS

D) Land 0 0 0 0 0 0 0 0 0 0

Fixed Assets

Gross Block (Civil + P&M) 25 65 85 74 64 56 49 43 38 33

Purchases 41 32 0 0 0 0 0 0 0 0

Less: Depreciation 0 13 11 9 8 7 6 5 5 4

Sub-Total 65 85 74 64 56 49 43 38 33 30

E)Current Assets

Net Debtors 0 90 109 129 151 175 219 266 305 360

Cash & Bank Balance 0 23 62 116 189 286 415 610 855 1158

Stock 0 150 181 215 252 292 365 443 508 600

Sub-Total 0 263 352 460 593 754 998 1320 1668 2119

F)IDC, Pre-ops written off 4 4 3 2 1 0 0 0 0 0


TOTAL ASSETS 70 353 429 527 650 803 1041 1358 1701 2149

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RAJASTHAN AGRICULTURAL COMPETITIVENESS PROJECTagriculture.rajasthan.gov.in/content/dam/agriculture/Rajasthan Agricultural...Rajasthan Agricultural Competitiveness Project 8 Rajasthan