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MINI PROJECT 1
GROUP 7
ABSTRACT:
This Project is done by the team as a part of Supply Chain Management Course. The present study aim at studying and comparing different Supply Chain Metrics that is either being used or that can be used to improve the overall supply chain in the Indian Retail industry. Two retail giants Big Bazaar (Pantaloons) and Spencer & Company Ltd are used for this study.
SUPPLY CHAIN MANAGEMENT COURSE MINI PROJECT 1 PROJECT ON SUPPLY CHAIN MANAGEMENT BENCHMARKING TEAM MEMBERS: VIVEK PAREKH 2010281 DEBASHISH BAGG 2010298 SAKSHI AGARWAL 2010206 SANKHA DIP DATTA 2010207 SHANTANU PANDEY 2010212 SHASHANK SHEKHAR TRIPATHI 2010213 BENJAMIN WEBER 2010FE01
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MINI PROJECT 1
GROUP 7
MINI PROJECT 1
GROUP 7
and offering the joys of hypermarket shopping in 2001. Spencer also has a wide selection of electronics and electrical equipment, home and office essentials, garments and fashion accessories, toys, and personal care.
ASSUMPTIONS
A few assumptions that are made are the present studies are as follows: 1. Days of operation are 365 days a year. 2. Inventory carry cost is 20% of total inventory cost.
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Figure 2 shows that the expansion of Indian retail format seems to have been affecting the length of its supply chain dearly. Length of retail industry has almost doubled in the last five years making the transportation and other related supply chain cost shoot up. This growth can also be attributed to growth in rentals and transportation charges.
In this parameter it can be seen that the 2006 2007 2008 2009 2010 companies under study have performed better Pantaloons Spencer Retail Industry than the industry performance as a whole. The Length of Supply Chain (in days) for Big Bazaar has just doubled over the period of five years, whereas that for Spencers Retail has more than doubled, against the Retail Industry Average which has grown at an annual rate of 35% (approx). This implies that the responsiveness of the supply chain has reduced at a higher rate, for Spencers Retail than that of Big Bazaar.
Fig 3: Supply Chain In effeciency Ratio
0.55 0.50 0.45 0.40 0.35 0.30 0.25 0.20 2006
2007 Pantaloons
2008 Spencer
2009
2010
Retail Industry
3. Supply chain inefficiency ratio Figure 3 shows that the year 20082009 proved turning point to all the supply chain efficiency. Retail industry has been maintaining an efficiency of 65% over the years where as its members efficiency have been varying Pantaloon have returned back to its efficiency where as Spencers efficiency was badly affected by the slowdown. The ending part of the curve shows that Spencers are trying to return back to its former efficiency.
4. Supply chain working capital productivity. Figure 4 shows the working capital productivity varying over the time. It can be seen that the slowdown again in this parameter has too brought all the companies in the same platform to play i.e. the productivity has been approx 6 in 2008. Pantaloon in one hand seems to Fig 4: Working capital Productivity have been busy with making out with 500 the productivity where as Spencers 400 have been capitalizing on the same. Value of supply chain working 300 capital productivity is due to firms 200 working on negative working capital 100 of basically on the money borrowed, 0 i.e. in this case from their vendors.
2006 2007 Pantaloons 2008 Spencer 2009 2010 Retail Industry
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CONCLUSIONS
The supply chain mechanism of a retail business can be appropriately used to increase profitability by focusing on improving supply chain responsiveness and a long cash-to-cash cycle which boosts the growth in business prospects, which has been successfully followed by Big Bazaar-Pantaloons Retail. On the other end of the spectrum , as evident from the given supply chain metrics, maintaining a negative cash-to-cash cycle (minimizing credit sales) and focusing more on supply chain efficiency, can also be pursued as a conservative buy stable business policy. Striking a perfect balance between the two approaches, as described above, decides the prospects of the business, which has been found to be in favor of Big Bazaar- Pantaloons Retail.
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Table 1: Supply Chain Metrics comparison of Indian Retail giants Pantaloons Retail Ltd. 2009 2008 2007 6,317 6,661 5,296 3,279 4,783 4,127 1,704 1,661 1,542 4.13 4.14 4.57 794 1155 903 1508 1588 1140 4.6 12.3 10.2 5.3 4.8 6.9 1,240 1,748 1,393 124 177 113 410 205 253 365 365 365 8.98 63.12 17.31 7.14 167.83 111.85 167.83 1704 0.2 1863 0.2949 13.10 63.12 18.25 9.71 121.18 67.77 121.18 1661 0.2 1892 0.2840 11.31 63.12 14.51 7.80 100.80 45.48 100.80 Spencer Retail Ltd. 2009 2008 2007 1,133 854 540 892 771 444 532 307 156 6.88 7.14 10.96 130 108 41 162 118 49 0 0 0 0 0 0 148 175 61 25 28 12 152 0 101 365 365 365 2.11 0.00 2.34 11.85 55.97 67.81 55.97 1.22 82.57 1.48 7.93 40.07 -34.57 40.07 156 0.2 163.96 0.3037 -48 -11.19 Retailing Industry 2010 2009 2008 10920 11115 8,932 6,351 7,735 6,740 3,260 3,253 2,654 2.56 3.94 4.41 2481 1963 1528 2697 2824 2028 0 0 0 0 0 0 2,295 3,099 2,550 584 538 291 1,885 1,794 1,255 365 365 365 17.40 108.35 29.92 19.52 154.99 66.16 154.99 3260 0.2 3799.35 0.3479 1,396 7.82 21.19 84.66 30.45 17.66 133.27 66.27 133.27 3253 0.2 3645.29 0.3280 707 15.73 18.47 67.99 24.47 11.88 109.80 53.69 109.80 2654 0.2 2959.86 0.3314 564 15.85
1 2 2a 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Financial Year Sales Cost of Goods sold Operational Expenses Inventory Turnover Ratio Actual average Inventory Estimated average Inventory Raw Material Inventory Work in Process Goods Finished Goods Accounts Receivable Accounts Payable Days of Operation Cost of Goods sold/day Days of Accounts Payable Sales/day Days of Accounts Receivable Days of Inventory Cash-to-Cash Cycle in days Total length of Supply Chain in days DC Inventory Carry Cost Supply Chain Management Cost Supply Chain Inefficiency Ratio
2010 4,326 3,144 1,329 2.85 1103 1497 4.5 3.3 1,736 185 544 365 8.61 63.12 11.85 15.63 173.75 126.26 173.75 1329 0.2 1550 0.3583
2006 3,393 2,611 1,023 4.87 536 685 8.9 11.5 849 65 224 365
2010 952 727 467 N/A N/A 138 0 0 127 19 164 365
2006 291 259 69 7.88 33 22 0 0 37 7 65 365 0.71 91.26 0.80 8.30 30.90 -52.05 30.90 69 0.2 76.01 0.2615 -25 -11.52
2011 8,414 5,735 2,540 5.59 1026 2487 0 0 2,679 651 1,933 365 15.71 123.01 23.05 28.25 158.27 63.51 158.27 2540 0.2 2744.77 0.3262 -256 -32.92
2007 5,839 4,308 1,811 5.03 856 753 0 0 1,505 148 725 365 11.80 61.43 16.00 9.22 63.77 11.57 63.77 1811 0.2 1981.95 0.3394 279 20.94
Cash to cash cycle 7.15 1.99 2.44 63.12 82.44 62.07 9.30 2.61 3.10 7.01 7.17 8.01 95.79 69.06 66.20 39.68 -6.21 12.15 Length of Supply chain 95.79 69.06 66.20
Supply Chain Inefficiency Ratio 1542 1023 467 532 307 0.2 0.2 0.2 0.2 0.2 1723 1130 494 558 329.03 0.3253 0.3330 0.5193 0.4921 0.3855
Supply Chain Working Capital 745 508 1,127 Supply Chain Working Capital productivity 5.81 12.44 5.91 Monetary values mentioned in above table are in Crs of INR.
Supply Chain Working Capital productivity 763 378 -8 3 136 6.94 8.99 -119.80 399.26 6.29
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REFERENCES:
1. Annual reports of Spencer Retail. 2. Annual Reports of Pantaloon Retail Ltd. 3. Capitaline plus database. (Referred on 8th November, 2011).
APPENDIX:
Main source of data was Capitaline web site and annual report. Attached below are the balance sheets and profit and loss statements of Spencers retail and Pantaloon Retail ltd for the five years of study. The report also includes aggregate data of the retail industry that is extracted from Capital line website.
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Miscellaneous Expenses not written off Deferred Tax Assets Deferred Tax Liability Net Deferred Tax Total Assets Contingent Liabilities
0 0 0 0 171 0.39
0 0 0 0 70.22 0.84
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Stock Adjustments Total Income EXPENDITURE : Raw Materials Power & Fuel Cost Employee Cost Other Manufacturing Expenses Selling and Administration Expenses Miscellaneous Expenses Total Expenditure Operating Profit Interest Gross Profit Depreciation Profit Before Tax Tax Fringe Benefit tax Deferred Tax Reported Net Profit Extraordinary Items Adjusted Net Profit Adjust. below Net Profit P & L Balance brought forward Appropriations P & L Balance carried down Dividend Preference Dividend Equity Dividend % Earnings Per Share-Unit Cur Book Value-Unit Cur
494.15 4,840.96
-783.88 5,630.21
353.11 7,026.81
614.41 5,941.22
365.95 3,855.27
3,143.77 71.44 209.44 89.35 766.76 105.07 4,385.83 455.13 193.47 261.66 146.37 115.29 24 0 14.62 76.67 -3.69 80.36 0.16 495.98 66.44 506.37 20.27 0.01 45 3.38 125.04
3,278.65 83.2 270.67 136.61 1,041.88 142.64 4,953.65 676.56 301.04 375.52 161.88 213.64 32.83 0 1.25 179.56 44.42 135.14 0 380.54 64.12 495.98 17.13 0 40 8.57 124.6
4,783.06 98.97 269.94 182.44 867.12 144.56 6,346.09 680.72 324.44 356.28 140.05 216.23 25.5 1.89 48.26 140.58 -2.38 142.96 0 267.56 27.6 380.54 11.57 0 30 7.28 118.21
4,126.60 78.2 269.41 155.23 716.88 103.45 5,449.77 491.45 212.44 279.01 83.39 195.62 29.13 3.24 37.28 125.97 -0.93 126.9 -49.09 215.76 25.08 267.56 10.67 0 30 7.79 111.95
2,611.00 61.51 206.09 113.19 488.07 63.28 3,543.14 312.13 94.26 217.87 36.86 181.01 30.77 2.32 27.93 119.99 60.12 59.87 0 116.59 20.82 215.76 7.54 0 25 8.09 74.42
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