A

PROJECT REPORT
ON
“WORKING CAPITAL MANAGEMENT”
Undertaken at

Unit: CPM
Fort: Songadh
Submitted by :- JIGNESH L GAMIT
MBA

Submitted to :- Mr.VIJENDRA GUPTA

The project report on JK Paper Ltd. has been prepared as per the topic
“Working Capital Management of JK Paper Ltd.” prescribed by Mandvi
education society, to me.

Understanding of both practical and theoretical knowledge is essential in this

competitive world. Training is an important aspect of the study. The basic aim
of training in the management field is to know how to apply management
theories in practice. Practice makes man perfect; therefore practical study is
very important for management students.

Practical training helps in comprehending the theory of subject taught in

classroom. This is more applicable in case of management education. My
training at JK Paper Ltd. has such effect to acquire the practical knowledge of
Finance Management and others.

Thus, it is our moral and obligatory duty to take part of our studies with great
enthusiasm and seriousness and give them due importance.

Last but not the least I received all required information and co-operation from
the Accounts Department and HR Department. I hope that this report will meet
the educational requirement.

Success is not merely a question of luck of genius it depends on hard work,

sustained toil and most important of all his guidance. I am greatly thankful to

JK Paper Ltd. for giving me an opportunity to work on this project at their

company.

I wish to express my sincere thanks to Mr.VIJENDRA GUPTA, Lecturer of

MANDAVI EDUCATION SOCIETY,MANDAVI who gave me chance to undertake

this project report under JK Paper Ltd.

SR CHAPTER PG
NO. NO.
PREFACE 03
ACKNOWLEDGEMENT 04
1 COMPANY PROFILE 07
2 INTRODUCTION 10

3 PRODUCT PROFILE 19

4 ORGANIZATIONAL STRUCTURE 21

5 RESEARCH METHODOLOGY 55
6 LITERATURE REVIEW 59
7 THEORITICAL BACKGROUND (WCM) 62

ANALYSIS OF WORKING CAPITAL

MANAGEMENT
8 8.1) Working Capital Analysis 67
8.2) Ratio Analysis
8.3) Inventory Management
8.4) Receivable Management
8.5) Cash Management

9 FINDINGS 95
10 SUGGESTION 98
11 CONCLUSION 99
12 BIBLOGRAPHY 100

JK PAPER LTD.
UNIT: CPM
INTRODUCTION
TO
ORGANISATION & MILL
• COMPANY PROFILE
JK GROUP

JK owes its name as an Industrial entity and was conceived by

the two great visionaries – Late Lala Juggilal Singhania and his son
Late Kamlapat Singhania. They dreamt of an Industrial India and
founded the JK Organization as their contribution towards
realization of that dream.
About JK Organization

The name ‘JK Organization’, which today is one of the leading Private Sector
Groups in India, was founded over 100 years ago. JK owes its name as an
industrial entity and was conceived by two great visionaries Late Lala Juggilal
Singhania & his son Lala Kamlapat Singhania. They dreamt of an Industrial
India and founded JK Organi
zation,
as their contribution towards realization of that dream. For J.K. Organization
it's been a century of multi-business, multi-product and multi-location
business operation. The companies in the Group have a diverse portfolio,
including Automotive Tyres & Tubes, Paper & Pulp, Cement, V-Belts, Oil Seals,
Power Transmission Systems, Hybrid Seeds, Woolen Textiles, Readymade
Apparels, Sugar, Food & Dairy Products, Cosmetics, etc.

Companies that are member of JK organization are:

• JK Tyres
• JK Paper
• JK Lakshmi Cement
• JK Seeds
• JK Sugar
• Fenner (India)
• Umang Dairies
• CliniRx Research

With its operations spread in almost every state of India, the Group employs
over 30,000 people.

JK Group constantly strives to achieve excellence and its products and

processes and is conscious about the imperative need to maintain competitive
age in Business. JK Organization is one of the India’s top Industrial houses
with diversified interests and assets exceeding US $ 16 Billion.

“Excellence comes not from mere words or

procedures.
It comes from an urge to strive and deliver
the best every time.
A mindest that says “when it is good enough,
improve it”.
It is a way of thinking that comes only from a drive
within”.
-Hari Shankar Singhainia
(President, JK Organisation)
JK Group started its paper business way back in year 1938 with a board mill
in Bhopal, but now JK Paper Ltd. is India’s 6 th largest paper manufacturer,
produces 1,80,000 tones of paper and pulp in a year.

JK Paper Ltd..., India’s largest producer of branded papers is a leading player

in printing and writing segment. JK Paper Ltd. Ranks 15 th among global paper
producers.

JK Paper has two large integrated paper manufacturing plants – JK Paper Mills
in the Eastern part in the state of Orissa with 1, 25,000 TPA coated , uncoated
and pulp manufacturing capacity ; and Central Pulp Mills in the Western part
in Gujarat state with 55,000 TPA paper and pulp manufacturing capacity and
60,000 TPA packaging Board manufacturing capacity. Both Mills manufacture
premium grade writing and printing papers, largely branded. Both plants are
ISO 9001 – 2001, OHSAS - 18001 and ISO 14001 certified and operate around
120% capacity utilization.

• About JK Paper Mills, Rayagada

 JK PAPER MILLS, Rayagada (Orrisa)

JK Paper Mills is a premier integrated pulp and paper mill located at

Jayakapur, Dist.: Rayagada, Orissa. JKPM has strived for excellence and
consistently set high standards in quality, productivity, conversation of energy
and water, industrial safety as well as pollution control and environment
protection which are indicated by achievements like:

• First Mill in India to get ISO 9001 and ISO 14001 certification.
• Adjudged first ‘Greenest Paper Mill’ in India in 1999.
• Most modern and largest pulp mill in India.

JKPM was commissioned in the year 1962 with an integrated pulp and paper
plant with 15000 TPA installed capacity for manufacturing high quality writing
and printing papers. Over the years the production capacity has been
enhanced to a level of 1,27,000 TPA with the addition of 4 more

paper machines manufacturing diversified product range from 29 GSM to 300

GSM of different grades of paper.

The company was a pioneer to introduce in market, a surface sized finished

paper – JK Maplitho – equivalent to uncoated woodfree printing paper in
international parlance. Since then JKPM has further consolidated its position
in the market and has established itself as a brand leader in different varieties
of writing and printing papers like JK Copier, JK Copier Plus, JK Bond, JK
Excel Bond, Super Hibrite (SHB) Maplitho and JK Cote premium coated paper
and board. And the Journey still continues…

Central Pulp Mills, Songadh… At a Glance

Central
Pulp Mills, Songadh

On the western coast of India, i.e. at Fort Songadh in the State of Gujarat is
located Central Pulp Mills, the other Unit of JK Paper Ltd. It is also an
integrated pulp and paper plant with a capacity of 55,000 TPA. It has two
paper machines and manufactures premium grade papers in writing and
printing paper segment.
During 1992, JK acquired CPM which was a sick unit, but JK Group turned it
around. CPM was commissioned in year 1962 and commercial production for
JK Paper was started in year 1993. In the Year 2003, the unit was accredited
to ISO 14001 Environment Management Systems and ISO 9001 Quality
management Systems by DNV, Netherlands and in the year 2006 OHSAS
18001.

Vision, Mission and Core Values of the Company :

• Vision

”To be a dynamic benchmark and leader in the Indian Paper Industry.”

• Mission

To be a world class company by achieving growth and leadership through;

• JK Brand Equity
• Customer Obsession
• Technological Innovation
• Cost Competitiveness
• Environmental and Social Care
while continuously enhancing shareholder Value.

• Core Values

• Caring for People

• Integrity, including intellectual honesty, openness, fairness and trust
• Commitment to excellence

Objectives

• Goal
 To be among top 3 paper manufacturers by achieving breakthrough in
PQCDSM.

• ERP System in JK Paper Ltd. (Enterprise Resource Planning)

Through ERP System Management of JK Paper is connected through internet.

This system was implemented from 1st April, 2008 in the paper business of JK
Group. The Company has taken a major initiative to deliver world-class service
through implementation of an Enterprise Resource Planning (ERP) system.
This transformational technology has brought in best practices across all
functions of the organization to deliver highest value to all external and
internal customers.

Customer obsession is at the core of JK Paper’s mission statement. Passion to

deliver highest value to all our external and internal customers has led the
Company to take major initiatives in the direction of implementing Enterprise
Resource Planning (ERP) system in the organization. This ERP System has tied-
up the total supply chain, enabling seamless flow of information in ‘Real time’.
It has opened a transparent dialogue between the supplier and the customer,
bringing in greater of efficiency, responsibility and effectiveness to the entire
system at JK Paper.

This system is of JD Edward Enterprise and the server of the system is in the
Delhi at the Corporate Office of JK Paper. ERP system was implemented from
1st July, 2005 in other businesses of JK Organization.

• About Various Policies

• Environmental, Occupational Health and Safety (EHS) Policy

We at JK Paper Ltd, Unit: Central Pulp Mills Are committed to:

• Comply with applicable environmental, occupational health and

 safety (EHS) legislation and other requirements

• Prevent and control population and work place occupational health

and safety hazards

• Demonstrate continual improvement in our EHS performance

We shall strengthen our EHS performance by:

• Integration of EHS criteria in all our planning and operational

activities

• Adoption of cleaner technologies processes and resource

conversation

• A forestation through social and form forestry by cloned technology

• Enhancing skill and competence of our employees, contractors and

their workmen through ongoing training, involvement and
motivation.

• Periodically reviewing the stability, adequacy and effectiveness of

our EHS management systems.

• Quality Policy

To provide ‘Customer Delight’ both internal and external - through our

products and services at competitive cost by continual improvement in
processes, productivity, quality and maintenance systems.

• Total Productivity Maintenance (TPM) Policy

We at Central Pulp Mills, in our continuous pursuit of being globally

competitive and achieving ‘customer delight’ through world class quality
standards are committed to maximize overall equipment effectiveness by:
• Aiming for
 • Zero Accidents

• Zero Breakdowns

• Zero Defects

• Lowest cost of production with everyone’s participation

• Nurturing team work and continuous development of individual skills

at all levels; and
• Creating lively, energetic, healthy and safe work environment

• Eight Pillars of TPM

• Achievements
2010-11: Greentech Safety Gold Award – 2011
Greentech Environment Gold Award - 2010

2009-10: Excellence in Consistent TPM Commitment Award – 2009

National Energy Conversation Award – 2009
Greentech Environment Gold Award – 2009
Greentech Safety Award – 2009

2008-09: SGCCI Award for Research & Development - 2009

2007-08: Greentech Environment Silver Award - 2008

2006-07: OHSAS 18001:1999 certification from DET NORSKE VERITAS (DNV)

2006-07: JIPM TPM Excellence 1st Category Award

2004-05: Winner of National Award for Excellence in Energy Management

Winner of National Safety Award – 2004

2003-04: Best Paper Mill of the Year Award from Indian Paper Manufacturers
 Association
2002-03: ISO 14001 Certification from DET NORSKE VERITAS (DNV)
ISO 9001:2000 Certification from DET NORSKE VERITAS (DNV)

1999-00: Outstanding Pollution Control Programme from Southern Gujarat

Chamber of Commerce and Industry

1998-99: Outstanding achievement in Productivity in Chemical Industry from

Southern Gujarat Chamber of Commerce and Industry.
Outstanding Export Performance in Chemical Industry from Southern
Gujarat Chamber of Commerce and Industry

1996-97: Award for Energy Conservation (Large Mills) from Indian Paper
Manufacturers Association, New Delhi.

About the Products :

JK Paper Ltd. offers range of office documentation papers from Economy to

Premium grades. They include Photocopy and Multi Purpose Papers for use in
Desktop, Inkjet and Laser Printers, Fax Machines, Photocopiers and Multi-
functional Devices. Premium Watermarked and Laid marked Business
Stationery Papers are also being marketed to satisfy the varied needs of
Corporate and Individuals.

Papers produced can be classified into following types:

• JK Copier Plus

Ideal for Quality Photocopying, Project Reports, Resumes, Inkjet &

LaserJet printers, Presentation copies or any aesthetic job.

• Sparkle Copier

Ideal for photocopying & desktop printing.

• JK Easy Copier
 Ideal for Photocopying.

•SS Maplitho

SS Maplitho is ideal for trouble free printing as it has excellent smoothness

and dimensional stability. It is used for printing books, calendars, maps, making
Diaries, Notepads, Scribble Pad, and Exercise Book.

•JK Excel Bond

Ideal for Letterheads, Brochures, Certificate, Presentations, Project Reports,

Envelopes, Pamphlets, Manuscript writing, Corporate Stationery.

• JK Savannah

Suitable for Corporate Stationery, Reports, Certificates, Presentations, Resumes,

Invitation Cards, Hotel/Airline Menu Cards, Personal Letterheads.

•JK MICR Cheque Paper

MICR (Magnetic Ink Circumstance Register) paper is the high quality papers, used
for making Cheque books and Demand Drafts.
• List of Departments

• Production Department

• Bamboo Yard

• Chipper House
 • Pulp Mill

• Paper Machine Process

• Paper Machine I & II

• Stock Paper Machine I & II

• Rewinder & Cutter

• Finishing House

• Works Office

• HRD Centre

• Personnel Department

• Accounts Department

• Forest Department (Raw Mat.)

• Sales & Stock (Marketing)

• Stores

• Purchase

• Other Departments

• Transport h. Laboratory

• Security & Fire Fighting i. Instrument

• Administration j. Civil

• Information Technology k. Electrical

• Turbine l. Plantation

• Recovery m. Pulp Mill Maintenance

• Works Office n. Paper Machine Maintenance

Personnel Department is the bedrock of any business organization. Success
and Failure of any organization depends on quality of personnel they have. The
aim of personnel department is to bring people together and develop into an
effective organization.

Personnel management can be defined as the process of accomplishing

organizational objective by acquiring, retaining, terminating and properly using
the human resource in an organization.

Management of human resource is a continuous process. It includes human

resource functions like human resource planning, recruitment, selection,
placement, induction and orientation, promotion, transfer, demotion, training
and development, performance appraisal, labor relation activities, welfare
activities, wages and salary administration etc. So it is a never ending process.
In short Personnel Management is the task of dealing with human relationship
within an organization and maintains healthy and smooth relationship within
as well as outside the organization.

JK Paper believes that the most significant resource is its human resource and
JK Paper Ltd. success depends very much on quality of their Human Resource.
Human Resource comprise the aggregate of employee attributes including
knowledge, skill, experience and health, which are presently and potentially
available to the organization for the achievement of its goal and objectives
along with serving best to the society and its stakeholders.

At JK Paper they recognize the power of knowledge. Hence, extensive

investments are made towards people and people practices. Fostering the spirit
of entrepreneurship among these professionals has enabled JK Paper to
establish the role of true leadership guiding the future growth and
development of the industry. The talent pool at JK Paper would rank among
the very best in the Indian Paper Industry today.

Human Resource Department, at JK Paper Ltd. is divided into 3 parts.

• Personnel Department

• Human Resource Development Centre

• Administration Department

Mission and Vision :

• To motivate all employees for best performance for getting optimum

production

• To provide excellent services to our internal and external customers for

their satisfaction

• To achieve cordial Human Relations with employees including union and

association

• To create awareness amongst employees about company’s system and

personnel policies

Organization Chart :

Roles of Personnel Department :

• Personnel Roles

• IR and Legal Roles

• Welfare Roles

• Social Responsibilities

• Legislations

• The Factory Act, 1948

• The Payment of Bonus Act, 1965

• The Payment of Wages Act, 1936

• The Minimum Wages Act, 1948

• The Contract Labor Act, 1972

• The Workmen Compensation Act, 1923

• Recruitment

• Sources Of Recruitment

• Internal Sources

• External Sources

• Selection
 • VRS Scheme

• Performance Appraisal

Human Resource Development is the frameworks for helping employees

develop their personal and organizational skills, knowledge, and abilities.
Human Resource Development includes such opportunities as employee
training, employee career development, performance management and
development, coaching, succession planning, key employee identification,
tuition assistance, and organization development.

The focus of all aspects of Human Resource Development is on developing

the most superior workforce so that the organization and individual
employees can accomplish their work goals in service to customers.
Mission and Vision :

• Vision :-

To achieve internal customer delight through planning and

implementation of need Human Resource Development and TPM promotion
services at Optimum cost.

• Mission :-

To excel in design, delivery, evaluation and continuous improvement

of Human Resource department and TPM promotion activities by setting
stretch taught and achieving them on time.
Organization Chart (HRD Centre) :

Asst. Executive

(HRD – TPM)

Executive (HRD) Vacant

Asst Executive (HRD)

Jr. Exe. Trainee (CSR)

Sr. Mgr (HRD)

SR. DGM (HRD – CSR)

Mission and Vision :

• Proper checking of outgoing vehicles.

• Proper checking of incoming/outgoing persons

• Minimum time utilization for incoming/outgoing vehicles

 • Enforcement of proper security system

• Instant access of firefighting equipments to take timely action to extinguish

fire.

Organization Chart :

Roles of Administration Department :

• Transportation Facilities

• Guest House Facility

• Medical Assistance

• Communication Facilities

• Colony Accommodation and Maintenance

• Postage Facility

• Executive Hostel
Production is the process concerned with the conversion of inputs (raw materials,
machinery, information, manpower and other factors of production) in to output (semi
finished and finished goods and services) with the help of certain process (planning,
scheduling and controlling). Manufacturing of goods is highly complex process. The
company makes the best use of man, materials and machinery for that sole purpose of
economical delivery of quality goods to customers.
Production Management is concerned with decision making related to manufacturing
process. It makes the best utilization of raw materials available and does necessary
processing on it and converts it into utility. Production Management is concerned with
planning, organizing, controlling and co-ordination of manufacturing process, so that
expectations cost of production and selling cost of resulting goods and services can be
reduced.
JK Paper Ltd., India’s largest producer of Branded papers is a leading player in the
Printing and Writing segment. Both the plants of JK Paper are ISO 9001–2001 and ISO
14001 certified and operate at around 120% capacity utilization. The aggregate annual
output is over 180,000 tons per year of Paper and Pulp, using contemporary technology.

Over the last decade the constant endeavour of JK Paper has been to upgrade its
manufacturing processes at grass-root levels to help create customer value. Be it the
most modern Pulp Mill or an automatic cut-size line for branded products, it has been a
saga of continuous process development with an eye on the customer.

JK Paper Ltd. has always leveraged technology for constant product upgradation and
has been a pioneer in many arenas, of the paper industry. Some of the

landmarks which JK Paper achieved much before the rest of the Indian paper
companies are:

• First to introduce Surface Sized Wood free Paper

• First Paper Mill to get ISO 9001 certification.

• First Paper Mill to get ISO 14001 certification

These pioneering moves have given JK Paper pride of place as the change leader,
ushering in a phase of complete makeover in the Indian paper market. On the pathway
of moving focus from commodity to branded and high value categories, JK Paper Ltd.
has undergone major technical upgradation in the machines and processes for
manufacturing paper.

JK Paper has setup state-of-the-art Packaging Board Plant at its Central Pulp Mills Unit,
Songadh at a substantial Rs.235 crore investment. This plant of 60,000 TPA capacity is
equipped with the most modern technology sourced from global leaders like Voith of
Germany and several other leading names in the paper board machinery sector. Once
again, technology is the key driver to revolutionize packaging in India.
Organization Chart (Production Process)
• Production Process (Flow Chart) :

• CHIPPER HOUSE

• CHIPS SCREENING

• CHIPS WASHING

• DIGESTER
• WASHING & BLEACHING OF PULP

• STOCK PREPARATION

• PAPER MACHINE

• REWINDING & CUTTER

• FINISHING
Now-a-days the importance of marketing department in every sector is
increasing. Every business organization uses marketing to promote their
product.

Marketing is an ongoing process of planning and executing the marketing mix

(Product, Price, Place, and Promotion) for products, services or ideas to create
exchange between individuals and organizations.

According to Philip Kotler, “Marketing is the social process by which

individuals and groups obtain what they need and want through creating and
freely exchanging goods and services of value with others.”

In JK Paper too marketing department is given access importance. That’s why

marketing department is at their corporate office in Delhi and not at their
production units in Rayagada and Songadh.

JK Paper has only Sales & stock department at their production units. And
marketing department of the company operates from Delhi which heads four
zonal offices; Mumbai (West Zone), Delhi (North Zone), Chennai (South Zone),
Kolkata (East Zone).

Sales & Stock Department looks after availability of stock, transportation,

loading of goods in trucks etc. it also looks after day to day sales, keeps
information about dealers, wholesalers, transporters, customers, etc.

• Marketing Network :
• Countries in which JK Paper Exports :

Abu Dhabi South Africa Australia

Bangladesh Brazil Dubai

Ethiopia Ghana Iran

Kenya Labuan Libya

Maldives Mauritius Nepal

Oman Sharjah Singapore

Sri lanka Syria Turkeys

Yemen Austria Egypt

Jordan Malaysia Nigeria

South Korea Vganda

•

Organization Chart (Sales & Stock Department)

• Mission and Vision :

• Proper inventory keeping system

• Avoid small losses and peace meal material

• Advance logistics programme

• Zero complaint from dispatch area

• To have clean and safe environment

• Avoid detention of trucks

• Avoid access documentation

• Order Processing System :

 Completes in 15 Days

• Distribution Channel

Collection of Receivables – Terms & Conditions :

• Cash discount of 2% is given if payment mede in 20 days

• Cash discount of 2.5% is given if payment is done in advance

• No discount is given if payment done within 30 days

 • Interest at 24% P.A. is taken if payment made after 30 days

• Value Added Tax : 4%

• Excise duty : 8%

• CST : 3%

Organization Chart

• Functions of Account Department :

• Bill Passing

• Payment approval

• Payment Advice

• Payment Release

• Management Information System :

The top management is sent a one page report daily which contain,

• Production Data

• Stock Position
 • Information regarding sales

• Variable cost for power, feul, chemical, etc.

• Organizational Chart (Purchase Dept )

• Chart 11: Organization Chart (Purchase Department)

• Mission and Vision :

• Vision

To become purchaser of quality products with cost effectiveness to meet the

plant requirement.

• Mission
 To endeavor, to locate best suppliers in the market and create long term
relationship to meet future challenges in dynamic global environment.

• Issue of Purchase Orders :

Completes in 13-15 Days

• Purchase Bills Passing System :

• Major Purchase Items
• Spares and Tools
• Chemicals
• Equipments
• Packaging Materials

• Lubricants

• Coal and Fuel

• Organization Chart (Stores Department)

• Objectives and Goals

 • Minimum retrieval time

• Prevention /condition monitoring

• Optimum inventory

• Functions of Stores Department :

• Proper Storage

• Inventory Control

• Raising of Purchase requisition

• Receipt of material

• Arranging inspection of inward materials

• Issue of materials

• Material Handling contract

• Stores Accounting (Quantity)

• Disposal of scrap and surplus equipment through tender public auction

• Classification of Stores Items :

 • Raw materials (Bamboo, wood, etc.)

• Coal and Fuel

• Spares and stores

• Chemicals

• Machine clothing

• Packaging materials

• Lubricants

• Stores Issue System :

• Issue voucher raised by the department

• It is duly signed by authorised person

• Material is drawn from stores

• Custodians of stores are checked

• Inventory Management System :

• Minimum / maximum stock level is fixed time to time based on consumption

level

• Review of high value stock items on day to day basis for regulating the suppliers
as per the available stock

• Review of purchase requisition by department before planning the orders

• Providing details of materials received and lying in stock against department

purchase requisition and non lifted by them
Forest Department looks after the procurement of Bamboo and hardwood
form the forest as well as form the market.
Bamboo is procured from nearby forests in Gujarat, from the open market
of Gujarat, Maharastra, Madhya Pradesh, Assam, Uttar Pradesh, etc. Wood
is procured from Gujarat, Maharastra, Madhya Pradesh, Uttar Pradesh,
Haryana, Karnataka, Andhra Pradesh, etc.
Transportation of raw materials is done by railways from Assam and by road
form other states.
The Company sources nearly 60% of its raw material requirement from
man-made plantations. Side by side, it also promotes social/farm forestry
within a radius of 200 KMs from its plants. Till date, in excess of 48,000 Ha
of land has been planted with high yielding pulpwood species by the farmers
in the adjoining areas of mill locations with the assistance of the Company.
Every year it adds another 4500/5000 Ha by distributing 30 million
saplings to the farmers. Through its dedicated R&D wing, the Company has
been able to develop 6 JK Super clones for Eucalyptus, which gives 2-3
times higher yield to the farmer.
The Company’s plantations, driven by in-house research programme, have
covered more than 45,000 hectares of land over the years. By providing
farmers high quality plant species through the Company’s plantation
research centre, it is helping the farmers to improve their economic well
being. Very large number of farmers in the states of Orissa, Chhattisgarh,
West Bengal, Andhra Pradesh, Gujarat and Maharashtra are benefitting
from this programme. The plantation with its superior quality plants
contribute towards a strong base for high quality raw materials.
Company has its own nurseries in Surat, Narmada, Dhulia, Nandubar,
Navsari, Tapi, Bharuch, Baroda and Panchmahal districts.
• Organization Chart (Forest Department) :

• Roles of Forest Department

• To observe affective office TPM

• To conduct meetings with field managers and staff by GM to review the

achievement of target for bamboo procurement from forest.

• To ensure procurement of quality raw materials at lower cost.

• To satisfy the internal customers(stores) with regard to arrangement of required

raw material at the right time and right manner

• To satisfy the external information regarding quantity and quality of the raw
materials supplied by them and arrange timely payment to suppliers and
transporters.
• Organization Chart :

Total Security Guards – 51 Contract Security Guards from RDSL

2 JK Paper Employees
Fire Jeep – 1
Fire Tanker - 2 (5000 Ltrs Capacity Each)
Fire Trailor pump - 1
Fire Exhausters – 300

• Roles of Fire fighting and Security Department

• Proper checking of incoming / outgoing vehicles

• Proper checking of incoming / outgoing persons

• Checking of Workers

• Weight checking of incoming truck

• Ensure that incoming vehicle is ok or not

• Checking for liesence of Driver

• Protecting Raw material from fire

• Protection of company premises

 • Safety precautions

• Enfrocement of proper security equipments

• Instant access to fire fighting equipments to take timely action to extinguish fire.

The term research refers to the systematic method consisting of enunciating

the problem, formulating the hypothesis collecting data, analyzing the facts
and reaching the certain conclusions either in the form of solution towards the
concern problem or in certain generalization for some theoretical formulation.

Research methodology is a way to solve systematically the research problem. It

may be understood as a science of studying how research is done scientifically.

• Time period of the study :

The present study was undertaken during six weeks from 1 st June - 15th
July.

• Research Design :

Descriptive research procedure is used for describing the recent

situations in the organization and analytical research to analyze the result by
using research tools.
• Descriptive Research :

Descriptive research, also known as statistical research, describes data and

characteristics about the population and phenomenon being studied.

Although the data description is factual, accurate and systematic, the research
cannot describe what caused a situation. Therefore descriptive research cannot
be used to create a casual relationship, where one variable affects another. In
other words, descriptive research can be said to have a low requirement for
internal validity.

• Data Source & Collection Method :

• Primary data
• Secondary data
Primary data :
To collect the primary data I have collected the information by informal
discussion held with various department heads. Information pertaining to
receivables, cash, inventory, and creditors were collected from the respective
departments in the units.
Secondary data :

Secondary data are those which have already been collected by someone
else and which have already been passed through the statistical process. The
Secondary data consist of reality available compendices already complied
statistical statements. Secondary data consist of not only published records
and reports but also unpublished records.

Here I have done the analysis on the basis of secondary data, which includes :

• Balance Sheet of company

• Profit / Loss of JK Paper Ltd.

• Purpose :

The purpose of this paper is to properly analysis of the working capital

management of JK Paper Ltd., Songadh over the period 2007-2010

• OBJECTIVE OF THE STUDY :

The management of Working Capital is very important. It involves the study

of day – to – day affairs of the company. The motive behind the study to develop
the understanding about working capital management in the running business
organization and to help the company in developing the efficient working
capital management. Therefore, it helps in future planning and control
decision.
• To analyze the working capital management.

• To determine the gross operating and net operating cycle of the unit.

• To know the future need of working capital in the running organization.

• To render recommendations for the effective management of working capital.

• SCOPE OF THE STUDY :

• The study is conducted at “JK Paper Ltd., Songadh” for 6 weeks duration.
The study of working capital management is purely based on secondary
data and all the information is available within the company itself in the
form of records.
• To get proper understanding of concepts, I have done the study of balance
sheet, profit/ loss A/c’s, cash accounts.
• I have also conducted the interview with employees of accounts
department.
• So scope of the study limited up to the availability of official records and
information provided by the employees.
• The study is supposed to be related to the period of last four years.
• Analysis through working capital ratios.

• Analysis through schedule change in working capital.

• Analysis through gross operating cycle and net operating cycle.

• Analysis through various components of working capital.

• Receivable Management
• Inventory Management
• Cash Management

• Limitation of Study :

• Generally the company does not allow the finance project to have any study
or research work. Therefore getting a project work in the company itself
was very difficult.
• The time span of the project was very short 6 weeks, which was a major
constraint, so study and analysis on this topic within limited period was
not sufficient.
• The organizations do not disclose all the data which is an obstacle for the
detail study.
• Due to the busy schedule, some of the staff members were not in a position
to spare time for guiding the topic or giving any information.
• As the organization policies were very strict regarding using actual figures
due to which approximately values were used for analysis. Hence the result
also reveals approximate values.
• Maximum secondary data is used.
• The research done by Herrfeldt B., “How to understand Working Capital
Management” describe that “Cash is king” so say the money managers who
share the responsibility of running this country’s businesses. And with
banks demanding more from there prospective borrowers, greater emphasis
has been placed on those accountable for so-called working capital
management. Working capital management refers to the management of
current or short – term assets and short – term liabilities. In essence, the
purpose of that function is to make certain that the company has enough
assets to operate its business.

• The research done by, Samiloglu F. and Demirgunes K., “Effect of Working
Capital Management on firm Profitability : Evidence of Turkey” (2008)
describe that the effect of working capital management on firm profitability.
In accordance with this aim, to consider statistical significance relationship
between firm profitability and the component of cash conversion cycle at
length a sample consisting of Istanbul Stock Exchange (ISE) listed
manufacture firms for the period of 1998-2007 has been analyzed under
multiple regression models. Empirical findings the study show that
accounts receivable period, inventory period and leverage affect firms
profitability negatively; while growth (in sales) affects on firm profitability
positively.

• Michael J Peel, Nicholas Wilson (2008), very little research has been
conducted on the capital budgeting and working capital practices of small
firms. The result of survey indicates that a relatively high proportion of
small firm in the sample claimed to use quantitative capital budgeting and
working capital technique and to review various aspect of the companies’
working capital. In addition, the firms which claim to use quantitative
capital budgeting and working capital technique and to review various
aspects of their companies’ working capital. In addition, the firms which
claim to use more sophisticated discounted cash flows capital budgeting
techniques, or which had been active in terms of reducing stock level

• The research done by Hardcastle J., “Working Capital Management”, (2007)

describe that the working capital sometimes called gross working capital,
 simply refers to the firm’s total current assets (the short term ones), cash,
marketable securities, account receivables and inventory. While long term
finance analysis primarily concern strategic planning, working capital
management deal with day-to-day operations. By making sure that the
production line do not stop due to lack of raw material, that inventories do
not build up because production continue unchanged when sales dip that
customer pay on time and that have enough cash is on hand to make
payments when they are due. Obviously good working capital management,
no firm can be efficient and profitable.

• The research done by Thachappilly G., “Working Capital Management

manages Flow of Fund”, (2009) describe that the Working Capital is the
cash needed to carry on operation during the cash conversion cycle, i.e. the
days for paying for raw material to collecting cash from customers. Raw
material and operating supplies must be brought and stores to ensure
uninterrupted production. Wages, salaries, utility charges and other
incidents must be paid for converting the material into finished goods.
Customers must be allowed a credit period that is standard in the business.
Only at the end of cycle does cash flow in again.

• The research done by, Gass D., “How to improve Working Capital
Management” (2006) “ Cash is the lifeblood of the business” is an often
repeated maxim amongst financial manager. Working capital management
refers to the management of current or short-term assets and short-term
liabilities. Component of short-term assets include inventories, loans and
advance, debtors, investment and cash & bank balances. Short-term
liabilities include creditors, trade advances, borrowing and provisions. The
major emphasis is, however, on short-term assets, since short-term
liabilities arise in the context of short-term assets. It is important that
companies minimize risk by prudent working capital management.
Meaning And Nature of Working Capital Management :

The management of working capital is concerned with two problems that

arising in attempting to manage the current assets, current liabilities and the
inter relationship that asserts between them.

The basic goal is working capital management is to manage current

assets and current liabilities of the firm in such way that a satisfactory of
optimum level of working capital is maintained i.e. it is neither inadequate nor
excessive. This is so because both inadequate as well as excessive working
capital position is bad for business.

A business which is fully equipped with all types of fixed assets required is
bound to collapse without (i) Adequate supply of raw material processing, (ii)
Cash to pay for wages, power and other costs, (iii) Creating a stock of finished
goods to feed the market demand regularly and (iv) The ability to grant credit to
its customers. All these require working capital. Working capital is thus like
the lifeblood of business.
Working capital cycle involves conversions and rotation of various component
of the working capital. Initial cash is converted into raw material.

Subsequently, with the usage of fixed assets resulting in value addition, the
raw material get converted into working in progress and then into finished
goods. When sold on credit, the finished goods assume the form of debtor who
give the business cash on due date. Thus the ‘cash’ assume its original

CREDITORS

CASH

Value Addition

Value Addition

FINISHED GOODS

WORK IN PROCESS
form again at the end of one such working capital cycle but in the course it
passes through various other forms of current assets too. This is how various
components of current assets keep on changing their forms due to value
addition. As a result they rotate and business operation continues. Thus the
working capital cycle involves rotation of various constitute of working capital.

• Sources of Additional Working Capital :

Source of additional working capital include the following…

• Existing cash reserves

• Profits ( When you secure it as cash )
• Payables ( Credit from Supplier )
• New equity or loans from shareholders
• Bank overdrafts or lines of credit
• Long – term loans

• Classification of Working Capital :

Working capital can be classified in two ways….

• On the basis of concept

• On the basis of time

• On the basis of concept working capital can be classified

• Gross Working Capital
• Net working capital.

• On the basis of time working capital may be classified

 • Permanent or fixed working capital
• Temporary or variable working capital

• Types of Working Capital :

There are mainly two types of working capital.

• Permanent Working Capital
• Temporary Working Capital

• Permanent Working Capital:-

The need for current assets arises because of operating cycle. The
operating cycle is continuous process and therefore the need for current
assets is felt constantly. But the magnitude of current assets needed is not
always the same. It increases and decreases over time. However there is
always a minimum level of current assets, which are continuously required,
by firm to carry or its business operations is called permanent or fixed
working capital. This minimum level of working capital is necessary on the
regular basis even if the management of working capital is done efficiently in
the organization.
As this type of working capital is minimum necessary for the business at
all points of time, it is financed by the long-term sources.

• Temporary Working Capital :-

The amount over and above the permanent level of working capital is
temporary, fluctuating or variable working capital. The need for such type of
working arises because of fluctuations in production and sales. The
additional requirement may be during more active season when the volume
of production and sales more goes up necessitating extra blockage of funds
temporarily in current assets like Bank Balance, inventory, debtors, etc.
The temporary working capital is the additional funds required. Whose
volume is different at different points of time and hence it is financed by
short-term sources.
Both concepts are depicted in the following figure: -

W.

C.

Temporary Working Capital

Permanent working Capital

Time

However when the business is growing, the level of permanent working

capital also grows. The working capital graph will be rising one as given in
figure below:

W.

C.

Temporary Working Capital

Permanent Working Capital

Time
Working Capital Assembly :

YEAR

Particular 2009-10 2008-09 2007-08 2006-07

Current Assets

• Inventories 126.89 117.11 120.34 96.41

• Sundry Debtors 104.49 107.15 110.87 107.24
• Cash & Bank Balances 7.87 34.22 3.50 4.83
• Loans & Advances 160.98 162.24 131.74 176.8 0
• Others Current Assets -- -- 41.70 --
TOTAL CURRENT 400.23 420.72 408.15 385.28
ASSETS (A)
Less : Current Liabilities

• Current liabilities & 184.31 152.95 171.09 177.65

Provisions
TOTAL CURRENT 184.31 152.95 171.09 177.65
LIABILITIES (B)

NET WORKING CAPITAL 215.92 267.77 237.06 207.63

(A-B)
• Operating Cycle Analysis

Operating cycle refers to the time period which starts from raw material
purchases and ends with realization of receivable. So it is total time gap
between raw material purchases to total debtors’ collection. This is also known
as working capital cycle. Operating cycle is therefore expressed in terms of
months or weeks or days. The highest the operating cycle period, higher the
working capital requirement. It comprises raw material conversion period,
WIP conversion period, FG conversion period and debtors’ conversion period
and creditors period. The basic reasons for calculating operating cycle is to
find out the means for reducing the duration of operating cycle because if
duration of operating cycle will be less than the working capital requirement
will be less.

OC = R + W + F + D – C

Where,

R = Raw material conversion period W = Work in process period

F = Finished goods conversion period D = Debtors collection period
C = Creditors payment period

• Raw Material Conversion Period (RMCP)

= Raw Material Stock
-------------------------------------------------- × 360
Raw Material Consumed during the year

Rs. In Lac (0.1 Million)

Particular 2009-2010 2008-2009 2007-2008 2006-2007

Raw Material 5334.87 3174.20 4660.08 3,322.07

Stock

Raw Material 28,678.95 28,143.37 15,053.88 17,485.50

Consumed during
the year
RMCP 67 Days 41 Days 111 Days 66 Days
Interpretation :-
The raw material conversion period is the average time period taken to convert
material in to work - in – process. Smaller the raw material conversion period
higher the efficiency of production. Here, we can see that year 2009-10 the raw
material conversion period is 67 days which is high as compare to previous
year. It is high because both the level of consumption and inventory level has
been increase, so it is not good for the company.
• Work in Process Conversion Period (WIPCP)
= Stock in Process
------------------------ × 360
Cost of Production
Particular 2009-2010 2008-2009 2007-2008 2006-2007

Stock In Process 8.35 11.13 14.73 8.01

Cost of
988.45 938.45 504.88 620.98
Production

WIPCP 3 Days 4 Days 11 Days 4 Days

4
11
4
3

Interpretation :-
It indicate the work – in – process inventory (can say semi – finished good)
converted into finished goods. It’s also contain the production cost holding by
it. Here, we can say that for the year 2009-10 due to low work – in – process
inventory. Work – in – process conversion period is low even though the cost of
production is too high compare to others.
• Finished Goods Conversion Period
= Finished Goods Inventory
----------------------------------- × 360
Cost of Goods Sold
Particular 2009-2010 2008-2009 2007-2008 2006-2007

Finished Goods 26.54 32.71 22.15 22.54

Inventory

Cost of Goods 994.63 927.88 505.27 620.63

Sold

FGCP 10 Days 13 Days 16 Days 13 Days

13
16
13
10

Interpretation :-
It indicates the finished goods inventory converted in to sold or distributed to
the end user. It’s also containing the production cost holding by it. If finished
goods conversion period is lower, the efficiency of company is higher.
In case of this company for the year 2009-10 finished goods conversion period
is 10 days which is lower than the previous year 2008-09, it indicates good
efficiency of the company.

• Debtors Conversion Period

= Debtors
------------------ × 360
Credit Sales
 Rs. In Crore (10 Million)

Particular 2009-2010 2008-2009 2007-2008 2006-2007

Debtors 104.49 107.15 110.87 107.24

Credit Sales 1299.57 1268.34 749.31 932.55

DCP 29 Days 30 Days 53 Days 41 Days

41
53

Interpretation :-
This conversion period measures the quality of debtors. A short collection
period implies without delay in payment by debtors. It reduces the chances of
bad debts. Similarly, a longer collection period implies too liberal and
inefficient credit collection performance. It is difficult to provide a standard
collection period of debtors.
Here, we can say that for the year 2009-10, debtors’ conversion period is low as
compare to previous years. So companies’ management is efficient in collection
on cash and they have not more provision for bad debts.

• Creditors Conversion Period

= Creditors
----------------------- × 360
Particular 2009-2010 2008-2009 2007-2008 2006-2007

Creditors 115.71 100.13 114.78 109.26

Purchase 874.47 941.68 480.95 614.18

CCP 48 days 38 days 86 days 64 days

Purchase
 64
86
38
48

Interpretation :-

Creditors’ conversion period an indication of a company’s credit worth in the

eyes of its supplies and creditors, since it shows how long they are willing to
wait for payment. Within reason, the higher the number the better, because
all companies want to converse cash. A company that is especially slow to
pay its bills may be a company having trouble generating cash or one trying
to finance its operations with its suppliers’ funds.
Here, we can say that for the year 2009-10, Creditor conversion period is
high as compare to previous year. Company’s credit worth is increase so
company can able to manage cash for the payment of their suppliers.

YEAR RMCP WIPCP FGCP DCP GOC

2009-2010 67 3 10 29 109 days

2008-2009 41 4 13 30 88 days

2007-2008 111 11 16 53 191 days

2006-2007 66 4 13 41 125 days

• Gross Operating Cycle

Interpretation :-
Gross operating cycle is total inventory conversion period and debtors’
conversion period. As we can see in the year 2009-10 gross operating cycle
periods is 109 days which is high in the above data because gross operating
cycle as well as payable deferral period is high in year 2009-10.

• Net Operating Cycle

YEAR GOC CCP NOC

2009-2010 109 48 61 days

2008-2009 88 38 50 days

2007-2008 191 86 105 days

2006-2007 125 64 61 days

Interpretation :-

Net operating cycle also represents the cash conversion cycle. It is net time
interval product and cash payment for resources acquired by the firm. It also
represents the time interval over which additional funds, called working
capital, should be obtained in order to carry out the firms operations. The firm
has to negotiate working capital from sources such as commercial banks. If net
operating cycle of a firm increase, it means further need for negotiable working
capital.
As we can see in the year 2009-10 Net Operating Cycle period is 61 days which
is highest in the above taken data because gross operating cycle as well as
payable deferral period is high in 2009-10 compare to previous year. Here,
initially net operating cycle of a firm increase as compare to previous year, so
which gives bad indication.

Analysis through Working Capital Ratios :

A study of the causes of changes in uses and sources of Working Capital
is necessary to observe that whether working capital is serving the purpose for
which it has been created or not. In this technique, for each aspect of analysis
certain ratios are computed and then results are compared with standard ratio
or industry average.

The ratio analysis provides guides and clues especially in sporting trends
towards better or poorer performance and in finding out significant deviation
for any average or relatively applicable standards.
 The following are the important ratios to measure the efficiency of
working capital: -

• Current Ratio: -
It is most common measure for measuring liquidity. It is also called
“Working Capital Ratio.” It expresses relationship between current assets &
current liabilities. High current ratio indicates firm is liquid and has the ability
to pay its current obligation in time and when they become due.

A ratios equal or near to the rule of thumb of 2:1 i.e. current assets double
the current liabilities is considered to be satisfactory.
Current Assets
Current Ratio = ----------------------
Current Liabilities

Rs. In Crore (10 Million)

YEAR CURRENT ASSETS CURRENT CURRENT
LIABILITY RATIOS

2009-10 400.23 184.31 2.171

2008-09 420.72 152.95 2.751

2007-08 408.15 171.09 2.385

2006-07 385.28 177.65 2.169

2.171
2.751
2.169
2.385

Interpretation:-
Higher the current ratio, the larger is the amount of rupees available per rupee
of current liabilities, the more is the firm’s ability to meet current obligation
and greater is safety of fund of short term creditors.
From the above calculation we can say that current ratio of 2009-10 is 2.171 :
1 which is comparatively lower than the previous year. It indicates the
company is quite not satisfactory with their current affair as compare to
previous years.

• Net Working Capital Ratio

Net Working Capital is difference between current assets and current

liabilities. This ration measure firm’s potential reservoir funds relate to net
assets.

Net Working Capital Ratio = Net Working Capital

----------------------------
Net Assets

Year Net W.C. Net Assets Ratio (in times)

2009-10 215.92 142.37 1.52

2008-09 267.77 150.20 1.78

2007-08 237.06 168.34 1.41

2006-07 207.63 172.08 1.21

1.21
1.41
1.78
1.52

Interpretation :-
The difference current assets and current liabilities excluding short – term
bank borrowing is called net working capital or net current assets. Net current
assets are sometimes used as a measure of a firm’s liquidity. It is considered
that the firm having the large networking capital has the greatest ability to
meet its current obligation.
As shown in the calculation net working capital of 2009-10 is low as compares
to previous year because firm had used its cash & bank balance to meet its
current obligation. Here we can say that as compare to previous net working
capital is low which is good for the company.

• Liquid Ratios
This ratio is also known as quick ratios or acid test ratios. It is more
rigorous test of liquidity than the current ratios. It is based on those current
assets which are highly liquid. Inventory and prepaid expenses are excluded
because they are deemed to be least liquid component of current assets. A
high quick ratios indicate that the firm is liquid and has the ability to meet
its current assets in time and on the other hand low ratios represent
liquidity position is not good.

Quick Ratio = Quick or Liquid Ratio

_____________________
Current Liabilities
YEAR LIQUID ASSETS CURRENT LIQUID
LIABILITIES RATIOS
 2009-10 273.34 184.31 1.483
2008-09 303.61 152.95 1.985
2007-08 287.81 171.09 1.682

2006-07 288.87 177.65 1.626

1.626
1.682
1.985
1.483

Interpretation :-
Usually high liquid ratios an indication that the firm is liquid and has the
ability to meet its current or liquid liabilities in time and on the other hand a
low liquidity ratio represents that the firm's liquidity position is not good.
According to rule of thumb, it should be 1:1. The liquid ratios present an
uneven change over the past four year. It was 1.626 in 2006-07 and increased
to 1.985 in 2008-09 and then to 1.483 in 2009-10.
The decrement in ratios is not satisfactory, however the ratios 1.483 in 2009-
10 is more than the rule of thumb but the ratios of four year is quite more than
the rule of thumb.

• Working Capital Turnover Ratios

Working capital turnover ratios indicates the velocity of the utilization of
the net working capital. This ratio measures the efficiency with which the
working capital is being used by the firm.
 Working Capital Turnover Ratios = COGS or Sales
____________________
Net Working Capital

YEAR SALES NET WORKING WCTR

CAPITAL

2009-10 1299.57 215.92 6.019

2008-09 1268.34 267.77 4.737

2007-08 749.31 237.06 3.161

2006-07 932.55 207.63 4.491

4.491
3.161
4.737
6.019

Interpretation :-
Working capital turnover ratio measures the firm’s efficiency that how a firm
manages and utilize its working capital as we can see from the above
calculation of year 2009-10 has a higher working capital turnover ratio which
is higher than the previous year 2008-09. So we can say that in 2009-10
working capital efficiency is more than the previous year 2008-09. The ratio of
the company is satisfactory.

• Stock Turnover Ratios

 This ratios tell the story by which stock is converted into sales. A high
stock turnover ratios reveals the liquidity of the inventory i.e., how many
times on an average, inventory is turned over or sold during the year.

Stock or Inventory Turnover Ratio = COGS or Sales

_____________________
Average Stock

YEAR SALES AVERAGE STOCK

INVENTORY TURNOVER
RATIO

2009-10 1299.57 122.00 10.65

2008-09 1268.34 178.90 7.09

2007-08 749.31 156.58 4.78

2006-07 932.55 137.81 6.77

6.77
10.65
7.09
4.78
Interpretation :-
Stock turnover ratio measures how quickly inventory is sold. It is a test of
efficient inventory management. To judge whether the ratio of a firm is
satisfactory or not, higher ratio shows efficient use of inventory.
As we can see from the graph that in the year 2009-10 ratio is 10.65 : 1 which
is higher than all previous years, so we can say that inventory is converted into
finished goods highest in this year which indicate the highest efficient use of
the inventory.

• Debtors Turnover Ratios

Debtors Turnover Ratio = Credit Sales

______________
Average Debtor

YEAR SALES AVERAGE DEBTOR

DEBTORS TURNOVER
RATIO

2009-10 909.70 105.82 8.60

2008-09 887.84 164.40 5.40

2007-08 524.52 162.68 3.23

2006-07 652.79 170.60 3.83

3.83
3.231
5.40
8.60

Interpretation :-
The analysis of the debtor’s turnover ratio supplements the information
regarding the liquidity of one item of current asset of the firm. The ratio
measure how rapidly debts are collected. A higher ratio is indicator of shorter
time lag between credit sales and cash sales.
As we can see in the year 2009-10 debtors’ turnover ratio is highest that is
8.60 : 1 which is higher than 2008-09. So we can say that company has not
faced problem in collecting the money in this year of 2009-10. So this ratio is
good for the converting credit sales into cash sales for the company.
Inventory constitute major portion of current asset of public Ltd. Companies in
India .The manufacturing companies hold inventories in the form of Raw
material, work-in-process and finished goods.
• There are at least three motives for holding inventories :
• To facilitate smooth production and sales operation (Transaction
motive)
• To guard against the risk of unpredictable changes in usage rate and
delivery time (Precautionary Motive)
• To take advantage of price fluctuations. (Speculative Motive)

Inventories represent investment of a firms funds and that is why

management of inventory is necessary for the maximization of the value of the
firm. The firm should therefore consider (a) Costs (b) Return (c) Risk

• evaluation of inventory management performance: -

Ratio analysis has been used for making evaluation of Inventory management
performance. As the raw material used in the company is pig iron, proper
planning and handling is required for the purpose of achieving the right quality
of output.

The ratios for last four years have been worked out and compared. The various
figures are given in the table.

INVENTORY MANAGEMENT

Rs. In Crore (10 Million)

ITEM 2009-10 2008-09 2007-08 2006-07

 (1) Average 122.00 178.90 156.58 137.81
Inventory

(2) Total Current 400.23 420.72 408.15 385.28

Assets

(3) Cost of Goods

Sold 994.63 927.88 505.27 620.63

Ratio (%)

a) Inventory to
Gross Working 0.30 0.43 0.38 0.36
Capital (1/2)

b) Inventory
8.15 5.18 3.23 4.50
Turnover (3/1)

c) Inventory
Conversion Period 45 Days 70 Days 113 Days 81 Days
(365/b) days

Interpretation :-
Inventory conversion period means, time taken to convert raw material into
finished goods to goods sold. It indicates how effectively and efficiently an
inventory is controlled. Lesser the inventory conversion period more efficient
and effective use of inventory.
Here we can see that for the year 2009-10 inventory conversion period is 45
days which is less than the rest of year. As we can see from the graph for the
year 2008-09 inventory conversion period is 70 days which is highest among
the collected data. So we can say that they are able to substantially reduce the
inventory holding period from 70 to 45 days i.e. 25 days. It may happen
because the average inventory holding period has been decrease and also the
cost of goods sold increase.

When firm sell goods for cash, payments are received immediately and
therefore no receivables are created. However when a firm sells goods or
services on credit, payments are received only at a future date and receivables
are created. It is an essential marketing tool in modern business trade.
Credit creates receivables, which the firm is expected to collect in near future.
A firm grants credit to its customers so that its sales are its customers so that
its sales are not lost to competitors.
Account receivable constitutes a significant portion of the total current assets
of the business after inventories. The receivables arising out of credit has three
characteristics.
• It involves an element of risk, which should be carefully analyzed.
• It is based on economic value. To the buyer, the economic value goods or
services pass immediately at the time of sale, white the seller expects an
equivalent value to be received later on.
• It implies futurity. The customers from whom receivables have to collected
in future are called debtors and represents the firm’s claim or asset.

• Debtors Collection Period : -

Indicates the average time taken to collect debts. In other words, a
reducing period of time is an indicator of increasing efficiency. Debtor
Collection Period` = (Average Debtors / Credit Sales) * 365 ( = No. of days)
Credit Sales are all sales made on credit (i.e. excluding cash sales) . A firm sells
goods on credit and cash basis. When firm extends credit to its customers,
book debts are created in firms A/c debtors expected to convert in to cash over
short period and thus included in current assets. It is used to measure
liquidity of the receivables or to find out period over, which receivables remain
uncollected.

Receivable Collection Period = Debtors

---------------------- x 360
Credit sales (assume)
 Year Sales Debtors Collection
Period

2009-10 1299.57 104.49 29 days

2008-09 1268.34 107.15 30 days

2007-08 749.31 110.87 53 days

2006-07 932.55 107.24 41 days

Receivable Management

41

53

30

29

4.81

8.14

8.60
Interpretation :-

The collection period represents the average number of days for which a firm
has to wait before its debtors are converted into cash. A short collection period
implies without delay in payment by debtors. It reduces the chances of bad
debts. Similarly, a longer collection period implies too liberal and inefficient
credit collection performance. It is difficult to provide a standard collection
period of debtors. If it is longer than those terms, than this indicates some
insufficiency in the procedures for collection debts.
Here we can say that for the year 2009-10 the debtors’ collection period is quite
low as compare to previous years. So companies’ management is efficient in
collection on cash within their decided well specified period and company has
sufficient control over receivable management.
 Cash in the important current assets for the operations of the business.
Cash is the basic input needed to keep the business running on continues
basis, it is also the ultimate output expected to be realized by selling the
service or product manufactured by the firm. The firm should keep sufficient
cash, neither more or less. Cash shortage will disrupt the firm’s manufacturing
operation while excessive cash will simply remain idle, without contributing
anything towards firm’s profitability. Thus, a major function of the financial
managers is to maintain a sound financial position.
Cash management involves following four factors: -
• Ascertainment of the minimum cash balance and controlling the levels of
cash.
• Controlling cash in flows
• Controlling cash outflows
• Optimum utilization of surplus cash.
Cash is required to meet a firm’s transactions and precautionary needs.
A firm needs cash to make payment for acquisition of resources and services
for the normal conduct of business. It keeps additional funds to meet any
emergency situation. Some firms maintain cash for taking advantages of
speculative changes in price of input and output.

• evaluation of cash management performance: -

The following ratios have been used to evaluate different aspects of cash
management.
• Cash to Current Assets Ratio.
• Cash turnover Ratio.

CASH MANAGEMENT
Rs. In Lac (0.1 Million)
 ITEM 2009-10 2008-09 2007-08 2006-07

(1) Cash & Bank Balance 793.81 3422.17 349.95 482.53

(2) Total Current Assets 400.23 420.72 408.15 385.28

(3) Cash balance ratio 313.37 145.5 181.58 199.67

a) Cash to Current 1.98 8.13 0.86 1.25

Asset Ratio (1/2)

b) Cash Turnover in 46 days 65 days 60 days 112 days

(365/3) days

Interpretation :-
In current assets cash is the most significant and the least productive asset
that a firm holds. It is significant because it is used to pay the firms’ obligation.
Here we can see that the year 2009-10 cash turnover is 46 days which is low
as compare to previous year. The company has to extend its creditors credit
policy period so they can able to payable the bills.

• From the study I come to know there is net decrease in working capital.
• It was observed that sources and application are managed in J K Paper Ltd.

• WORKING CAPITAL OPERATING CYCLE :-

YEAR
2009-10 2008-09 2007-08 2006-07
Raw material conversion period 67 days 41 days 111 days 66 days
 Work in progress conversion
Period 3 days 4 days 11 days 4 days
Finished goods conversion
period 10 days 13 days 16 days 13 days
Gross Operating cycle 109 days 88 days 191 days 125 days
Net Operating Cycle 61 days 50 days 105 days 61 days

• RATIO ANALYSIS :-
YEAR

2009-10 2008-09 2007-08 2006-07

Current ratio 2.17 : 1 2.75 : 1 2.39 : 1 2.17 : 1
Net working capital ratio 1.52 : 1 1.78 : 1 1.41 : 1 1.21 : 1
Liquidity ratio 1.48 : 1 1.99 : 1 1.68 : 1 1.63 : 1
Working capital turnover 6.02 : 1 4.74 : 1 3.16 : 1 4.49 : 1
ratio
Stock turnover ratio 10.6 : 1 7.09 : 1 4.78 : 1 6.77 : 1
Debtors turnover ratio 8.60 : 1 5.40 : 1 3.23 : 1 4.50 : 1

• INVENTORY MANAGEMENT :-

YEAR

2009-10 2008-09 2007-08 2006-07

Inventory Conversion Period 45 days 70 days 113 days 81 days

• RECEIVABLE MANAGEMENT :-
 YEAR

2009-10 2008-09 2007-08 2006-07

Debtors collection period 29 days 30 days 53 days 41 days

• CASH MANAGEMENT :-
YEAR

2009-10 2008-09 2007-08 2006-07

Cash collection period 46 days 65 days 60 days 112
days

From the working capital management, I have found that it is very difficult task
to manage working capital in such big organization.

• Inventory conversion period shows a downward trend for year 2009-10

because the average inventory holding period has been decrease and also
the cost of goods increase.

• From the data available we can see that there is very big fluctuation in net
working capital and for that JK Paper Ltd., have to improve the method of
maintaining working capital.

• JK Paper Ltd., strongly follows the credit policy and so that they are able to
recover their receivable which is good sign.

• Liquidity position of a company can be ensured by current ratio, it can be

said that if the ratio is 2 : 1 then the company’s liquidity position is sound.

• In case of JK Paper Ltd., while analysis of data from last four financial
 years, it arrived that the company have more than double current assets
compare to current liabilities.

• Net operating cycle period is increased in the financial year 2009-10. So

here company not properly maintaining of raw material conversion period,
while debtors conversion period and finished goods conversion period is
maintain properly.

• After the analysis I have come to the conclusion that the current assets
should be managed efficiently.

After understanding and applying the Working Capital Management theory, my

suggestion are as below :-

• In case of JK Paper Ltd., they need to change their credit policy because in
this case we can see that the average creditors’ credit period (Bills Payable)
is 48 days which they need to negotiate with over creditors’ to increase the
credit period.

• So that they can increase working capital and get in smooth running of the
business.

• It is possible because JK Paper Ltd., is the company who is producing Board

Paper and also has second biggest paper plant in over India.
• We can say they have the Monopoly in Board Paper and also they are the
market leader in case of paper plant.

• So either they can increase the period of creditors’ credit period or decrease
the debtors’ credit period, they can shorten collection period.

• The Gross working capital is increasing over the years 2009-10 but the
major proportion of current assets comprise of inventories. The company
should try to reduce investment in inventory.

• Here, raw material conversion is increase which should be

decreased.

• Where finished goods conversion is decrease which is good sign.

• Here, company should increase its credit period by this they can
able to pay the bills to their creditors properly.

• From the above data we can say that there is decrease in net
working capital which company has to improve.

• After completing six weeks training I am able to understand and

 learn different finance strategy, accounting practices and
procedures. I can also develop good interpersonal skills and
managerial skills. With the help of this training I can get good
exposure of real life situation.

Name of Book Author Publisher

• Financial Management I. M. Pandy Vikash

Publication

• Financial Management Khan & Jain Tata

McGrawhill

• Management Accounting Pillai & Baghavathi S. Chand &

Publication

• Annual Reports of Company

• http://www.google.com
• http://www.jkpaper.com