PROJECT REPORT (17MBAPR407)

A STUDY ON INVENTORY MANAGEMENT AT ASIAN PAINT’S

BY
PREM RATHAN.J
1AY17MBA37
Submitted to
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

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

MASTER OF BUSINESS ADMINISTRATION
Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

KEERTHI H K Mr. SARVESH.J
Assistant Professor HR Manager
Department of MBA, AIT Asian Paint’s Limited

Department of MBA
Acharya Institute of technology,

Soldevanahalli, Hesaragatta Main Road,

Bengaluru

March 2019
 asianpaints
16 - 02 - 2019

To Whomsoever It May Concern

Dear Sir,

Sub : Certificate

This is to certify that Mr Prem Rathan J. (USN - lAYl 7MBA37) of

ACHARYA INSTITUTE OF TECHNOLOGY College, has successfully completed
his work on an academic dissertation project entitled "A study on Inventory
management at Asian Paints India Limited" in our organization. He was working on
his project between 03/01 / 2019 to 16 / 02 / 2019. During his stay in our
organisation, we found his code and conduct to be satisfactory. The pro

We wish his best of luck for all his future endeavors. Thanking you

·, . "' - if.

Authorised Signatory

Shop No. 22-B, Behind Graphite India Ltd, Vishweshwaraiah Industrial Area, Doddenakundi, Mahadevapura,
B Narayanapura, Bangalore, Kamataka 560048
 ACHARYA INSTITUTE
OF T ECHN OLOGY.
(A ffiliate dto Visvesva raya Technological University , Belagav i, Approved by AI CTE, New Delh i and Accredited by NBA and NAAC)

Date: 04/04/2019

CERTIFICATE

This is to ce1tify that Mr. Prem Rathan J bearing USN

lA Yl 7MBA37 is a bonafide student of Master of Business Administration
course of the Institute 2017-19 batch, ciffiliated to Visvesvaraya
Technolog ical Universi ty, Belgaum. Project report on "A Study on
Inventory Management at Asian Paints, Bengaluru" is prepared by him
under the guidance of Prof. Keerthi H K, in partial fulfillm ent of the
requirements for the award of the degree of Master of Busi ness
Administration, Visvesvaraya Technological Univ ersity, Relagavi,
Karnataka.

Signature of Internal Guide

Signature of Principal/Dean Academic s

Dr. Devarajaiah R.M.
Dean-Academics
ACHARYA INSTITUTE OF TECHNOL-OGY
Bengaluru-107.

Acharya Dr. Sarvepalli Radhakri shnan Ro ad, Soladevana halli . Acharya P.O , Benga luru 560 107, Ka rnataka, India • www .acharya .ac.in/ ait
• Ph +91-80-225 555 55 Extn. : 2102 • Fax : +91-80-237 002 42 • E-mail : princ ipalait@acharya .ac.in
 DECLARATION

I, PREM RATHAN.J, hereby declare that the Project repo11 entitled

"INVENTORY MANAGEMENT" with reference to "ASIAN PAINTS

LIMITED" prepared by me under the guidance of Prof. KEERTHI H K

faculty of M.B.A Department, Acharya Institute of technology and external

assistance by MR.SARVESH.J, HR Manager of ASIAN PAINTS

LIMITED. I also declare that this Project work is towards the partial

fulfillment of the university Regulations for the award of degree of Master of

Business Administration by Visvesvaraya Technological University , Be lagav i. I

have undergone a summer project for a period of Twelve weeks . I further

declare that this Project is based on the original study unde1iaken by me and has

not been submitted for the award of any degree/di ploma from any other

University / Institution .

Place: Bangalore

Date lO\ 0 1-\JO\:}

 ACKNOWLEDGEMENT

I wish to express my sincere thanks to our respected Principal, Dr. Prakash M R, beloved
Dean-Academics, Dr. Devarajaiah R M, and deep sense of gratitude to Dr. M M Bagali,
HOD, Acharya Institute of Technology, Bengaluru for their kind support and encouragement
in completion of the Internship Report.

I would like to thank Prof. Keerthi H K, Asst. Professor, Department of MBA, Acharya
Institute of Technology, Bengaluru and external guide Mr. Sarvesh J, HR Manager of
ASIAN PAINTS LIMITED, Bengaluru 58, who gave me golden opportunity to do this
wonderful Project in the esteemed organization, which helped me to learn various concepts.

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

Place: Bangalore Name: PremRathan. J

Date: USN: 1AY17MBA37
 TABLE OF CONTENTS

CHAPTER CONTENTS PAGE

NO. NO.
EXECUTIVE SUMMARY 1
1. INTRODUCTION 2-23
1.1 INTRODUCTION ABOUT THE INTERNSHIP 2
1.2 INDUSTRY PROFILE 2-5
1.3 COMPANY PROFILE 6-7
1.4 PROMOTERS 8
1.5 VISION, MISSION AND QUALITY POLICY 9
1.6 PRODUCTS / SERVICES PROFILE 9-13
1.7 INFRASTRUCTURE FACILITIES 14
1.8 COMPETITORS INFORMATION 15
1.9 SWOT ANALYSIS 15-16
1.10 FUTURE GROWTH AND PROSPECTS 17
1.11 FINANCIAL STATEMENT 18-23
2. CONCEPTUAL BACKGROUND AND LITERATURE 24-39
REVIEW
2.1 THEORETICAL BACKGROUND OF THE STUDY 24-35
2.2 LITERATURE REVIEW 36-39
3. RESEARCH DESIGN
3.1 STATEMENT OF THE PROBLEM 40
3.2 NEED FOR THE STUDY 40
3.3 OBJECTIVES 41
3.4 SCOPE OF THE STUDY 41-42
3.5 RESEARCH METHODOLOGY 42
3.6 HYPOTHESES 42
3.7 LIMITATIONS 42
3.8 CHAPTER SCHEME 43
4. ANALYSIS AND INTERPRETATION 44-59
5. SUMMARY OF FINDINGS,CONCLUSION AND 60-62
SUGGESTIONS
BIBLIOGRAPHY 63-64
ANNEXURE 65-69
 LIST OF TABLES

Table No. Particulars Page Nos.

1.1 Table Showing data for quick ratio 22

1.2 Table Showing data for liquidity ratio 23

4.1 Table Showing data for inventory turnover 44

4.2 Table Showing data for average raw material holding 45

4.3 Table Showing data for average finished goods 46

4.4 Table Showing data for no of days in working capital 47

4.5 Table Showing data for material cost composition 48

4.6 Table Showing data for Imported Composition of Raw 49

Materials Consumed
4.7 Table Showing data for Selling Distribution Cost 50
Composition
4.8 Table Showing data for PBT Margin 51

4.9 Table Showing data for Return on Capital Employed 52

4.10 Table Showing data for Asset Turnover Ratio 53

4.11 Table Showing data for the ABC Analysis For 2014 54

4.12 Table Showing data for the ABC Analysis For 2015 55

4.13 Table Showing data for the ABC Analysis For 2016 56

4.14 Table Showing data for the ABC Analysis For 2017 57

4.15 Table Showing data for the ABC Analysis For 2018 58
 LIST OF GRAPHS

Graph No. Particulars Page Nos.

1.1 Graph Showing data for quick ratio 22

1.2 Graph Showing data for liquidity ratio 23

4.1 Graph Showing data for inventory turnover 44

4.2 Graph Showing data for average raw material holding 45

4.3 Graph Showing data for average finished goods 46

4.4 Graph Showing data for no of days in working capital 47

4.5 Graph Showing data for material cost composition 48

4.6 Graph Showing data for Imported Composition of Raw 49

Materials Consumed
4.7 Graph Showing data for Selling Distribution Cost 50
Composition
4.8 Graph Showing data for PBT Margin 51

4.9 Graph Showing data for Return on Capital Employed 52

4.10 Graph Showing data for Asset Turnover Ratio 53

4.11 Graph Showing data for the ABC Analysis For 2014 54

4.12 Graph Showing data for the ABC Analysis For 2015 55

4.13 Graph Showing data for the ABC Analysis For 2016 56

4.14 Graph Showing data for the ABC Analysis For 2017 57

4.15 Graph Showing data for the ABC Analysis For 2018 58
EXECUTIVE SUMMARY

Asian Paints Limited is an Indian synthetic substances organization which fabricates a wide
scope of paints for brightening and mechanical use. Its vision is "to wind up one of the best
five enhancing coatings organizations worldwide by utilizing its skill in the higher
development developing markets. All the while, the organization means to manufacture long
haul an incentive in the modern coatings business through collusions with built up worldwide
accomplices. Asian Paints is Asia's third biggest paint organization, with a turnover of Rs
109.70 billion. Other than Asian Paints, the gathering works far and wide through its
auxiliaries Berger International Limited, Apco Coatings, SCIB Paints and Taubmans.
Organization utilizes crude materials like Pigments, Extenders and Minerals. Unlike most
other industry, the paint business was moderately free of guidelines. Anyway for quite a
while it was seen to be an extravagance thing and was liable to abnormal amounts of offers
and extract charges. The high extract obligation routine combined with moderately ease.

The work that has been done in this internship has given some vital pieces of information to
the administration about the regions which however were doing great and not just this it has
additionally attempted to illuminate conceivable changes that can be made so as to
accomplish increasingly more productivity.

The principle motivation behind choosing this internship is to think about the angles
associated with buy creation and stock administration and the few documentation forms that
are engaged with the working of the organization

1
CHAPTER 1

1.1 INTRODUCTION

Temporary position is a chance to obtain the organization's continuous status. Entry level
position encourages us discover organization profile, work process display, organization
subtleties. It helped me to have a commonsense involvement in the organization and helped
me distinguish the substance of my investigation. Since the organization is associated with
the assembling business, a standout amongst the most vital parts of assembling organizations
is stock administration, the topic of study is stock administration.

Stock Management is command of non-promoted resources (stock) and stock things. One of
the provider cable the board is supervision of stock administration to administer the stream of
merchandise to makers and distribution centers.

1.2 INDUSTRY PROFILE

Asian Paints Limited is a paint organization. Organizations take part in the matter of
assembling, selling and conveying items that give hues, coatings, home stylistic layout,
washing fittings and related administrations. The organization's business divisions are
artistic creations and home enhancements. The Home Improvement segment incorporates
a shower fittings business. Its geological parts are residential and global activities. The
household division contains tasks of the organization and its Indian auxiliaries and joint
endeavors. It likewise makes a scope of hues for extravagant and modern use. Its items are
enhancements, straightforward fruition and merchants for indoor dividers; Finishing
surfaces, basic completion and plan outside of outer dividers; Wall letters; Tree completes;
Metal completion; Water sealing arrangements; Gloves, and painting instruments and
devices. It works in around 20 nations and has more than 30 fabricating offices in more
than 65 nations.

The market size of the Indian Paints segment was 170 billion dollars in esteem and it was
part. Regarding esteem, the industry ascended from 17% to 18% in the business, with a
development of 9% in YoY, over the most recent five years. The utilization of hues in
India is 0.5 kg every year contrasted with 22 kg in 1.6 kg in China and created economies.
A lot of the world shading market is just 0.6%.

2
The sloppy area directs about 35% of the paint showcase, and the consolidated segment
ascertains the equalization. There are around 2,000 units that have little and medium
estimated hues in the disorderly segment. Asian works of art (30% piece of the pie),
ConsiNerorock (20% piece of the pie), Burger artistic creations (19% piece of the pie) and
ICI (12% piece of the pie) are significant co-ordinated players.

Demand for paints comes from two broad categories:

 Decorators: Important pieces of fancy materials incorporate outside divider artistic

creations, inside divider canvases, wood completion and finish and groundworks,
enhancements, for example, cushions. 75% of the general shading market in India is
brightening hues. Asian Paints is a market head in this class. Importance for
extravagant hues arises from home painting, engineering, and extra display purposes.
The interest for the celebration period (September-December) is noteworthy weighed
with different occasions. This segment is inestimable plus is a high superiority
exchange contrasted with the mechanical division.

 Industrial: Three noteworthy areas of the business fit in car coats, powder coats and
defensive coatings. KansiNerolak is the market chief in this class. Client businesses
for modern canvases are vehicle designing and customer durables. The Industrial
Colors Department has more innovation than the enriching area. The field of painting
is the force of crude material, with 300 crude materials (30% petro-inferred items)
associated with the generation procedure. Because of the way that most crude fixings
are oil based, the industry is gainful by mellowing in crude costs. With a relentless
decrease in extract obligations (up to 40% to 16% in five years) the achievability of
little units diminished drastically. Without the money saving advantage, these units
have thought that it was hard to rival their companions in the sorted out division. The
disorderly division is always losing piece of the overall industry to the sorted out area.

3
HOW TO RESEARCH THE PAINTS SECTOR (KEY POINTS)

 Supply
Popular for improvement and mechanical hues, request is depleted. The business is
divided.

 Demand

The interest for extravagant hues relies upon the local location and the great
rainstorm. Mechanical shading request is identified with ventures, for example, auto,
designing and shopper providers.

 Barriers to entry
The brand, conveyance organize, execution capital limit and innovation assume a
basic job.
 Bargaining power of suppliers
Increment cost for the chaotic area nearness for the extravagant division. Most
progressive purchasers of modern artistic creations likewise limit the haggling
intensity of the provider. So the fringes in the enriching area are fine.
 Bargaining power of customers

High because of the accessibility of wide decision.

 Competition
In the two fragments, organizations in the composed area center around the brand
building. Higher rates are driven by intensity through item variety.

FINANCIAL YEAR '18

 Continuing with the pattern of the earlier year, the year 2018 is as yet positive for
the Indian economy. Framework decays and powerless interest in significant
industry parts have decreased interest for car and customer providers. Vulnerability
has prompted tremendous interest because of poor rainstorm, high financing costs
and geo-political occasions. The business is around Rs. 39,000 crores as of March
2018.

4
  In the bleeding edge of the cost, the industry is useful from low unrefined
petroleum costs. Notwithstanding, item rates did not diminish at a similar rate, thus
crude material costs did not essentially bring down the business.

 Rupee unpredictability additionally adds to vulnerability before the expense..

PROSPECTS:

 Consumer spending picks up a gigantic lift with the economy prepared to develop
at 7.5%, bringing about a more prominent interest for hues. Youthful Indians in
India are an ever increasing number of youthful Indians joining the work drive and
have a lot of chance. The pattern towards the nuclear family is appropriate for the
shading business.

 Policy choices like GST, Infrastructure, and Power Sector Reforms are relied upon
to proceed in the close term, and the legislature is required to proceed with its
program of progress. In the event that these changes are actualized, it will give a
superior impulse to the economy and the shaded business.

 The improving painting area is relied upon to move to more prominent

development. The money related improvement given by the administration to the
lodging division was an enormous addition for the lodging part. This will profit the
long haul significant players.

 The machine is also of interest for color, despite the absence of excitement
increases is required. This is the foundation that the venture on the ground. Local
& worldwide car major car paint production, for example, ConsiNerolak perfect
for India and the Asian PPG on the market for long distance plan. Extended
modern shades of powder coat and excellent, especially in the Court of requests, as
shades of R & D Center request.

 Sooner rather than later, the FY 2019 is required to show up step by step in the
information cost. This expansion may influence industry benefits in the long haul,
while the main concern additionally influences development in the top line.

5
1.3 COMPANY PROFILE

Asian Points Limited is an Indian worldwide paint organization headquartered in Mumbai,

Maharashtra. Organizations take part in the matter of assembling, selling and disseminating
items that give hues, coatings, home stylistic theme, washing fittings and related
administrations. Asian Payments is India's biggest and Asia's third biggest painting
partnership. By 2015, it had an extensive piece of the overall industry of 54.1% in the Indian
shading industry. Asian Paints Burger International is a holding organization.

HISTORY

It is a long way from the organization's dispatch in 1942. A four-companion organization was
set up to assume control over the world's biggest and most popular paint organizations around
then. Amid the 25 years the Asian Paints Corporate Force turned into the main painting
organization in India. The organization is a market head in canvases since 1967, with its solid
client driven and imaginative demeanor. Today it is twice as quick as any paint organization
in India. Asian paints make broad hues for beautifying and modern use.

In February 1942, four companions were established by ChampalalChoksey,

ChimanlalChoksi, SuryaKantDani and ArvindVakil in Mumbai's carport. World War II and
the Quit India Movement The 1942 brief prohibition on paint imports was just remote
organizations and shalimar depictions in the market. The Asian Paints Market took a turnover
of 23 crores in 1952, yet just 2% PBT edge. By 1967 it turned into the nation's driving paint
maker.

The four families together had a large portion of the organization's offers. In any case, when
the organization extended past India, question of worldwide rights started during the 1990s.
Debates Chokes sell their 13.7% stake in 1997.

Champaklal kicked the bucket in July 1997 and his child Atul dominated. Following a fizzled
joint effort converses with British organization Imperial Chemical Industries, Choksi's offers

6
were bought by the staying three families and the Unit Trust of India. By 2008, Choxy,
Danny, and Vakil families had an offer of 47.81%

Marketing and advertising

During the 1950s, the organization propelled a "launderable obliteration", a harmony between
effectively dried shoddy dry provider and rich plastic blends. The organization has been
advancing their image Tractor Distramper, guaranteeing that the organization "don't lose your
displeasure, don't utilize a tractor locator" in their publicizing. In 1954, "Gottu" - an
underhanded kid with a hued can in his grasp, was propelled as a mascot. Mascot spoke to
white collar classes, made by R. K. Laxman. They were utilized just in publicizing and
bundling during the 1970s and have likewise showed up in TV ads since the 1990s.

Gattu conveyed cargo drove painters to property holder virtual clients. Publicizing firm
Ogilvy and Mather with Asian Paints started promoting strategies by concentrating on bubbly
events through the 1980s, "Her GourKuchKehtaHai" (Every House Says Its Owner About).
Notwithstanding real life occasions, for example, celebrations and weddings and child birth,
the organization advanced it as an event to paint homes by associating it to an enthusiastic
dimension. During the 1990s, promotions concentrated on outside home outside that
concentrated on the best way to exceed the outside. The organization reconsidered its
corporate personality during the 2000s and changed over the shut gutto into their mascot and
after that decreased its "Asian paint" logo to the "AP"

OVERVIEW

75 years of shading development

From its origins in 1942 years Asian paints India and Asia has turned into an organization for
up to 4 of the paint. 158.5 billion. We work in 19 countries and 26 in the paint on the planet
in more than 65 National Assembly Office, customer service.

7
1.4 Board of Directors / Promoters

Mr. AshwinChoksi Mr. AshwinDani Mr. AbhayVakil

Non-Executive Chairman Non-Executive Vice Chairman Non-Executive Director

Mr. K B S Anand Mr. MahendraChoksi Mr. MalavDani

Managing Director &CEO Non-Executive Director Non-Executive Director

Ms. Amrita Vakil Mr. Mahendra Shah Mr.DeepakSatwalekar

Non-Executive Director Independent Director Independent Director

Dr. S Sivaram Mr. S Ramadorai Mr. M.K. Sharma

Independent Director Independent Director Independent Director

Ms. Vibha Paul Rishi Shri R Seshasayee

Independent Director Independent(Additional)

Director

8
1.5 VISION

"So as to effectively elevate shoppers to make a sprinter at persuasive plan and make their
fantasy homes"

MISSION

Obviously a clear goal for the future, Asian Paints is one of the best five extravagant covering
organizations on the planet by expanding its skill in rising markets. All the while, the
association means to assemble long haul an incentive in modern covering business through
collusions with set up globalpartners.

Quality Policy of Asian Paints Ltd

 We give items and administrations that meet the nature of time each time.

 We constantly improve our procedures to see how to change client's needs and
inclinations and use it as contribution to intermittently survey

 Altering the nature of execution of our items and administrations.

 We recognize that the Zero Defect is outright quality and must be structured and kept
up by our standard framework as needs be.

 We arrange our work rehearses each time we can work out of the blue.

 We are all business procedures focuses on continuous upgrading in quality and

quantifiable tracking these improvements by the pointer.

Corporate citizenship

We incorporate our networks through the social network's mediations, upgrading abilities and
building social framework to improve the nature of their lives.

As our CSR approach centers around the advancement of networks around our plants, we
have created imaginative projects that control our abilities as our efficiency capacities and
home improvement specialist organization to upgrade the vocations of the lower networks
through expert preparing and expertise improvement.

9
CSR Focus Areas and Initiatives

Our CSR Policy focuses on four thrust areas

 Education
 Skills Development
 Healthcare/Hygiene and
 Water Management

Education

Asian paints distinguish the significance of training as an amazing method to lessen need and
social disparity and subsequently majorly affect our increasing CSR practice. We are
attentive on urging access to excellence instruction particularly to distraught networks around
our offices.

Our interventions include:

 Growth of schools selection and framework

 Upgrade school building
 Providing seats, seats and other study hall assistants
 Establish libraries and science research facilities
 Students and network pioneers are being enlisted for the significance of training
 Providing instructive assets to understudies
 Training for PC use
 Training help for aggressive tests
 Training young ladies in self-preservation systems
 Workshops to improve delicate aptitudes

Our instructive projects are actualized by our venture accomplices and are planning to help
each progression of the youngster's instructive cycle and set them up for youth employments.

10
Corporate profile

The organization is a long way from being begun in 1942. Around then, he established four
companions who were prepared to assume control over the world’s biggest, most well-known
paint organizations in India. Amid the 25 years the Asian Paints Corporate Force turned into
the main painting organization in India. The organization has been a market chief in artworks
since 1967, with its solid client engaged and creative frame of mind.

Asian paints India dynamic paint business, there are a total of 158.5 billion assets. This
meeting could be improved and investors value the skills, fast track building engaging in the
corporate world for notoriety. Asian paints operates in more than 65 countries, 19 countries in
the world and assembled organizations in 26 shades for customer service. Despite the
acquisition of the Asian paints operates globally through a backup of, for example,
Catsco.Asian, Tabmons, international, SCIB paints a hamburger, Apco coatings paint
beautifully and a wide range of colors for modern use.

In extravagant depictions, Asian artworks are every one of the four pieces of VIG. Inside
Wall Finishes, Outdoor Wall Finishes, Enamels and Wood Finishes. It additionally offers
gloves on waterproofing, separator covers and its element portfolio.

Asian paints ' Asia Pvt Ltd pay PPG (50:50 between JVI Asia payouts and PPG, United
States, one of the major car manufacturer on the planet to deal with) India automotive coating
market development in order to meet the prerequisites. The second 50:50 JV PPG and
protection, dealing with modern holder and light machine mechanical powder, the name of
the ' Asian market India Pvt Ltd, the name of the payout PPG

Vertical coordination Asian paint has enhanced into concoction things, for example, phytolic
anhydride and pentherthrotols, which are used during the time spent shading fabricating.

Today, Asian paints operates in 19 countries around the world and a bunch of 11 countries, is
organizing the biggest in the shade. The Assembly will operate at 5 locations around the
world. Through Asia, the Middle East, the South Pacific, Africa and the Caribbean locale 6
corporate brand. Asian paints, Apco international, SCIB paints, the Burger Court, Tabmons,
and Cadisco for the collection:

11
  Sri Lanka and Indonesia (Asia), India, Bangladesh, Nepal
 SCIB Colors in Egypt (Middle East)
 Burger in Singapore (Asia); UAE, Bahrain and Oman (Middle East); Jamaica,
Barbados and Trinidad and Tobago (Caribbean)
 Apco coats in Fiji, Tonga, Solomon Islands and Vanuatu (South Pacific)
 Catsco (Ethiopia) in Ethiopia
 Thoubmans in Fiji and Samoa (South Pacific)

1.6 PRODUCT PROFILES

Asian Paint has offered brands in all possible applications. For instance:

 Synthetic/Acrylic Washable Distempers: Tractors

 Acrylic emulsion: echolite (Quality I,) Royale (premium division)
 Plastic emulsion paint (insides/outside): decoplast (Quality II),
 Synthetic Enamel: Echocolite, Gattu
 Packet Distemper: Utsav
 Tree Surfaces: Touchwood, Silkwood, Upcoil Natural Wood Finish
 Cement Paint (External): Gattu

Industrial Segment

 General Industrial Finishes: Echolight (Hammerton Finish)

 Other Industrial Products: Expo Coatings, Chlorinated Rubber Finishes, Vine Eye and
Polyurethane Systems.

Automotive

Kirlo – an Acrlic Paint, Apca – nitro-cellulose based Paint, Aspa – anAllkyd, autocare.

Primers

 Asian Metal Primer Redoxide

 Tractor Redoxide Primer for Metal
 Wood rite for Wood Substrate
 Decorative – Cement Primer

12
AWARDS AND RECOGNITION

 The British Safety Council granted the "Sword of Sword" for all shading plants in
India. This title is viewed as the summit of wellbeing accomplishment around the
globe.
 Asian Paints among Forbes Global Magazine, USA's 200 Best Small Companies in
USA 2002 and 2003 and 'Billion Firms' under Asia's main 200 of every 2005.
 Ranked 24th in the World's Top Color Companies by Cottings World - Top
Companies Report 2006.
 Property - Asia's driving monetary magazine has positioned Asian Paints among real
Indian organizations in Corporate Governance in 2002 and 2005.
 Ernst and Young were granted the "Business person Production of the Year" grant in
2003.

Efforts taken by Asian Paints to improve their Customer Satisfaction

Client Care Executive records your requirements, interests in the administration, and doles
out an arrangement for a site visit.

A business partner visits home on a booked date and time:

 Understanding your depiction needs.

 Explain the different items and illustrations accessible and determine the choices that
you need.
 To completely assess the present status of the artistic creation site. With client assent,
they get estimations for the chose painting territory through the board organizer
appointed to work.
 According to painting gauges, painting frameworks are chosen and institutionalized
rate cards.

Deals Introduce Associated Customers to Relational Assistants, They Responsible for Work
Management, and all focuses examined with customers are kept up until the start of virtual
painting work.

Conveyed plate tool will start work with an ordinary supervision of the business.

13
Association with related partner work competitors sets the work routine and offers with
clients, which, in well ordered, gives a course of events to the full length of the sketch work.

The RA screens and the nature of the paint will guarantee that the painters are dealing with
the substance aside from the work of art, as indicated by the prescribed rules. Covering and
covering paintable surfaces, guaranteeing clean work, care for furniture and installations.

The shadow choices recommended by RA can exhort shoppers, the utilization of uncommon
substance.

After the RA painting finishes, the site's proficient glove will tidy up the required client post.

Post finished - Invoice and guarantee card will be dispatch with 1 year approval in Paint and
App.

1.7 INFRASTRUCTURE FACILITIES

Our Research and Technology Division joins more than 200 qualified researchers and offer
their bits of knowledge on mechanical advances, helping us to stretch the limits quite a long
time after year. Our refined study centers extent crosswise over numerous areas around the
globe. Here's our shading improvement and testing space for engineering and modern
application. We additionally have the Microbiology Laboratory, Modern Equipment
Laboratory, and Resource and Efficient Polymer Development Laboratory.

We frequently consider discussions, gatherings and tanks at our completely useful assembly
room

Innovation and Excellence

Asian works of art are advertise pioneer in canvases since 1967. Today, we are corporate
power and India's driving paints organization. Here are the real worldwide honors we have
won for our worldwide endeavors.

14
1.8 Asian Paints Competition

Below are the 6 main Asian Paints competitors:

 Jenson & Nicolson India Limited.

 Kansai Nerolac Paints
 Akzonobel
 Sherwin-Williams
 Nippon Paint
 PPG Industries

1.9 SWOT ANALYSIS

Below is the Strengths, Weaknesses, and Opportunities & Threats (SWOT) Analysis of Asian
Paints:

Strengths

 The biggest paint group in India and third biggest organization in Asia
 They have a piece of the overall industry of half and clear pioneers are solid
candidates for enhancing works of art and concinerolac paints as modern hues and
covering pioneers.
 They work in 17 nations and have 24 manufacturingworkplaces that serve 65 nations
round the globe.
 Asian hues have a solid global nearness with its 4 backups; Burger International
Limited, Apco Coatings, SCIB Paints and Tubman's.
 The Indian Paint Industry and its solid client base and the fresh out of the plastic new
brand of imaginative brand has made the market head since 1968.
 For example Better advances are alloted than deal with an aggressive edge eg. Plants,
Regional Distribution Centers, Supply Chain Management System, which
incorporates outside preparing focuses. Therefore they have a solid inventory network
framework
 They hold their image name and publicizing and restricting in the one of a kind
method for advancing people like Saif Ali Khan.
 The organization has a solid economy

15
Weaknesses

 Limited piece of the overall industry in the Industrial Colors division with
KaiSaiNerolak and Aczonobel gives a wild challenge.
 The taste and view of the business buyer in extravagant artistic creations fluctuates
quickly and the items might be old with the adjustment in patterns, and in this way the
generation plan and stock issue.

Opportunities

 Big International Standard Paint Company needs to search for more open doors
abroad
 There is a decent scope of development particularly in the Industrial Colors division.
 The Industrial Colors division should concentrate more on the car business
 Asian hues can vie for cutting edge with innovative handling and better financial and
scholarly capital.

Threats

 Growth for the impacts of the accident

 Strong government guidelines and guidelines with respect to the quality and
efficiency of items, for example, natural arrangements are underlined
 Crude material and instability in costs.

16
1.10 FUTURE GROWTH PROSPECTS

The organization is growing its profitability limit - two megaplamps, beginning at FY 2018-
19 in Mysore and Visakhapatnam, with more than 300,000 KL water limits every year. These
expansive plants give the organization a minimal effort future later on, guaranteeing that the
organization is equipped for meeting the future necessities.

Asian Paints Ltd. is India's biggest paint group and Asia's third biggest paint organization.
The business has activities in 22 nations, with 27 auxiliary administrations serving 65 nations
through Burger International, SCIB Paints, Apco Coatis and Tabmons, with its auxiliaries.
Asian paints make broad hues for beautifying and mechanical use. The organization's items
are supplements, cars, enlivening hues, and modern works of art. The organization has
producing units in Maharashtra, Gujarat, Andhra Pradesh, Uttar Pradesh, Tamil Nadu and
Haryana.

17
1.11 Balance Sheet Comparison

Particulars 2018 2017

EQUITIES AND LIABILITIES

SHAREHOLDER'S FUNDS

Equity Share Capital 95.92 95.92

Total Share Capital 95.92 95.92

Reserves and Surplus 7,702.24 6,998.83

Total Reserves and Surplus 7,702.24 6,998.83

Total Shareholders’ Funds 7,798.16 7,094.75

NON-CURRENT LIABILITIES

Long Term Borrowings 9.87 10.38

Deferred Tax Liabilities [Net] 270.33 261.17

Other Long Term Liabilities 3.26 5.96

Long Term Provisions 107.35 109.84

Total Non-Current Liabilities 390.81 387.35

CURRENT LIABILITIES

Short Term Borrowings 0.00 26.84

18
Trade Payables 1,851.50 1,671.26

Other Current Liabilities 1,504.61 1,141.63

Short Term Provisions 42.85 36.20

Total Current Liabilities 3,398.96 2,875.93

Total Capital And Liabilities 11,587.93 10,358.03

ASSETS

NON-CURRENT ASSETS

Tangible Assets 2,477.44 2,512.01

Intangible Assets 91.09 92.67

Capital Work-In-Progress 1,391.84 219.76

Fixed Assets 3,960.37 2,824.44

Non-Current Investments 1,547.33 1,598.20

Long Term Loans And Advances 79.08 70.27

Other Non-Current Assets 500.06 434.92

Total Non-Current Assets 6,086.84 4,927.83

CURRENT ASSETS

Current Investments 1,030.01 1,315.40

19
Inventories 2,178.43 2,194.09

Trade Receivables 1,138.20 994.63

Cash And Cash Equivalents 120.84 205.94

Short Term Loans And Advances 12.17 13.55

OtherCurrentAssets 1,021.44 706.59

Total Current Assets 5,500.17 5,429.63

Total Assets 11,587.93 10,358.03

Profit and Loss Statement

2018 2017

INCOME

Revenue From Operations 14,329.17 14,329.17

[Gross]

Less: Excise/Sevice Tax/Other 391.69 391.69

Levies

Revenue From Operations 13,937.48 13,937.48

[Net]

Other Operating Revenues 230.38 230.38

Total Operating Revenues 14,167.86 14,167.86

20
Other Income 277.50 277.50

Total Revenue 14,445.36 14,445.36

EXPENSES

Cost Of Materials Consumed 7,100.16 7,100.16

Purchase Of Stock-In Trade 742.57 742.57

Changes In Inventories Of 154.12 154.12

FG,WIP And Stock-In Trade

Employee Benefit Expenses 791.08 791.08

Finance Costs 21.06 21.06

Depreciation And Amortisation 311.11 311.11

Expenses

Other Expenses 2,459.43 2,459.43

Total Expenses 11,579.53 11,579.53

21
QUICK RATIO (X)

Table 1.1 showing data for Quick Ratio (X)

Year 2018 2017 2016 2015 2014

Quick Ratio (X) 0.98 1.13 0.94 0.86 0.83

Quick Ratio = Current Assets – Inventory – Prepaid expenses / Current Liabilities

ANALYSIS:

From the above table we can see that the quick ratio for 2018 is about 0.98, for the year 2017
it was 1.13, for the year 2016 it was 0.94, for the year 2015 it was 0.86bb and for the year
2014 it was 0.83

Graph 1.1 showing graph for Quick Ratio (X)

Quick Ratio (X)

1.21.13

0.98
1 0.94
0.86 0.83
0.8

0.6

0.4

0.2

2018 2017 2016 2015 2014

Quick Ratio (X)

INTERPRETATION:

From the above graph we can see that the quick ratio also has shown a decreasing trend from
the previous financial year. However it was lowest in the year of 2014.

22
LIQUIDITY RATIOS

Table 1.2 showing data for Liquidity Ratios

Year 2018 2017 2016 2015 2014

Current Ratio (X) 1.62 1.89 1.47 1.51 1.43

Liquidity Ratio = Current Assets / Current Liabilities

ANALYSIS:

From the above table we can see that the Current ratio for 2018 is about 1.62, for the year
2017 it was 1.89, for the year 2016 it was 1.47, for the year 2015 it was 1.51 and for the year
2014 it was bb1.43

Graph 1.2 showing graph for Liquidity Ratios

Current Ratio (X)

1.89
2
1.8
1.6 1.62
1.4 1.47 1.51
1.43
1.2

1
0.8
0.6
0.4
0.2
0

2018 2017 2016 2015 2014

Current Ratio (X)

INTERPRETATION:

From the above graph we can see that the current ratio has decreased for the current financial
year of 2018. It stood highest in the year of 2017.

23
CHAPTER 2

CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

2.1 THEORETICAL BACKGROUND

Stock control is basic for each sort of business, regardless of whether item or administration
is based. Stock Control pretty much every component contacts if tasks. The right parity ought
to be struck to keep up legitimate stock with the least money related effect on purchasers.
Stock Control is an action that can deal with stock-keeping objects at wanted dimensions.
Regard for generation centers around administrative control on physical creation, control of
articles.

"Stock" signifies the physical load of products, which are set in a smooth and powerful
running hands of firm future exchanges at least expense of assets limited to the stock. The
basic explanation behind stock is that it is physically unreasonable and financially illogical to
get precisely where each stock thing needs it.

Stock Management is a far reaching procedure of association that provisions supplies and
composed exercises, accomplishing most extreme participation and greatest expense on
products. Stock control is a key volume of stock management and it frames an operative hub
in any stock administration firm. An Inventory Management System is a basic component in
the association. It comprises of evolution of techniques that give the suggestion's appraisal of
the arrangement.

MEANING OF INVENTORY

Stock for the most part alludes to things in stock. It is likewise called the organization's inert
asset. Inventories are those things put away available to be purchased or are presently
generation or are as things despite everything they should be utilized.

It additionally alludes to the accumulation of future-selling items when all is said in done
business tasks and item producing variables.

Stock is a point by point rundown of those moving articles that need to make an item and
handle hardware and machines in great working request.

24
TYPES OF INVENTORIES

A manufacturing firm generally carries the following types of inventories:

 Raw Materials.

 Bought out parts.

 Work-in-process inventory (WIP).

 Finished merchandise inventories.

 Maintenance, fix and working stores.

 Tools inventory.

 Miscellaneous stock.

 Goods in travel.

 Goods for resale.

 Scrap Material.

REASONS FOR HOLDING INVENTORY

 To stabilize making.

 To take advantage of value limits. .

 To see the demand during the replenishment period.

 To avoid loss of orders.

 To keep pace with fluctuating economic situations.

25
MOTIVES OF HOLDING INVENTORIES

 Exchange proposed to execute tenacious exchanges and deals arranges opportune.

 Precautionary reason for existing is to hold inventories to meet surprising changes in
supply and supply of products.
 The provocative goal to enable the value vacillations to exploit, re-request expenses
and volume limits.

COSTS ASSOCIATED WITH INVENTORY

 Production cost.

 Capital cost.

 Assembling cost.

 Transport cost.

 Shortage cost.

INVENTORY CONTROL

The primary goal of stock controller is to accomplish most extreme productivity underway
and deals, with least interest in stock.

Stock control is the thing that request must be requested, when requested, and how much
request and how much stack is an arranged method to make, so the expenses related with the
buy and capacity are fitting without intruding on generation and deals.

THE ADVANTAGES OF STOCK CONTROL ARE

 Customer relationship improvement because of auspicious dispersion of products and

ventures.

 Smooth and determined generation and in this way, no stock out.

 Effective operation of employment wealth.

 The low-cost in the buy.

26
  Removal of the likelihood of forging.

PRINCIPLES OF INVENTORY CONTROL

 Inventory is made just by handling resources and burning through cash for work and
overhead.

 Stock abatements by deals and deals.

 Precise Sales and Production Schedule Forecasts are fundamental for powerful buy,
taking care of and stock speculation.

 The board methodologies intended to successfully adjust the size and decent variety
stock with the expense of stock are a key factor in deciding stock capital.

 Forecasts help decide when to arrange things. The control bar is accomplished
through stock generation.

 Records don't give control.

 Control is comparative and important, not finish. It is communicated over individuals

with various encounters and decisions principles and strategies, so people can assess
and decide.

 Following reliable practices, stock control might be unsurprising and accurately

connected with creation and deals action..

INVENTORY CONTROL – TERMINOLOGY

 Demand:

This is the quantity of things vital for every unit. Request might be urgent or
conceivable in nature.

 Order cycle:

The term request cycle between two successive directions

27
  Lead time:

The season of requesting and receipt of things is known as the most vital time.

 Safety stock:

This is called support stock or least stock. Because of the stock or stock and debacle
request due to delays in the supply of products, the unexpected increment sought after.

 Inventory turnover:

In the event that the organization keeps up what might be compared to 3 months
utilization. This implies 4 times each year, stock is utilized 4 times each year and is
supplanted by the stock exchange year.

INVENTORY COST RELATIONSHIPS

There are two noteworthy expenses of stock. Cost of procurement and transportation. The
yearly stockpiling expense differs from the quantity of requests. This regularly shows the
capacity cost will increment in the event that it is much of the time put away in littler areas.
Yearly stockpiling expenses are straightforwardly relative to the sum in the stock. In the
event that the request of each request's organization is little, the expense diminishes stock.
The two costs are fundamentally unrelated. The right measure of requesting adjusts the
harmony between the two inverse expenses. This sum is alluded to as "money related request
amount"

ECONOMIC ORDER QUANTITY

The choice to arrange the request is of incredible significance in stock administration. The
sum to be acquired ought not be little or extensive on the grounds that the obtaining and
transport expenses of products are excessively high. The monetary request rate is a
monetarily reasonable buy estimate. This is the measure of merchandise that can be obtained
at least expense. Ordinarily the measure of monetary request is equivalent to the expenses of
conveying stock.

In deciding the measure of monetary request, the expense of the board is thought to have
been fabricated just in two sections, which implies requesting expenses and expenses. Cost
related connections are appeared as follows.

28
FORMULA FOR CALCULATING ECONOMIC ORDER QUANTITY (EOQ)

Economic Order Quantity

Costs Annual Total Cost

Annual Inventory Carrying Cost

Annual Ordering Cost

Q* Economic Order Quantity

Order Quantity

SAFETY STOCK

The Monetary Order Standards Principle has been created dependent on the presumption that
the interest is well-known and beyond any doubt and vital occasions are steady and unaltered.
In genuine down to earth circumstances, there is vulnerability in both interest and prime time.
The general estimate request might be higher than the real interest or the time may change
now and again. To diminish the impact of vulnerability because of interest and critical time,
the firm keeps up wellbeing stock, saved stocks or support stocks.

Security stock is characterized as "extra stockpiling of merchandise to be kept up as per the

normal increment popular from uncontrolled components".

It is just said about utilizing it to secure against vulnerabilities.

29
Utilizing measurable techniques and recreations, it is conceivable to decide the dimension of
wellbeing that must be kept up, as precise security stock is hard to anticipate.

DETERMINATION OF SAFETY STOCK

On the off chance that the dimension of security stock is kept up, it shuts the capital and is
probably going to be a profane hazard. Then again, on the off chance that it is low, there is a
danger of stocks prompting the creation stoppage. In the event that the key time distinction is
vital, the wellbeing stock can be determined:

Safety Stock = (Maximum Lead time- Normal Lead time) * Demand

SAFETY STOCK

In this manner the dimension of administration relies upon security stocks. An

extensive load of security stocks, a generally safe of offers, has a more elevated
amount of administration. Now and again higher administration levels are not alluring
in light of the fact that they increment the cost, making it hard to fix wellbeing stock
dimensions.

Utilize a past date for interest and key time information, dependability of
administration levels wanted by providers and the executives, wellbeing stock
precision.

30
ABC ANALYSIS

The association's posting for the most part incorporates a huge number of things, with various
costs, use rates, and time. It isn't alluring or difficult to give meet consideration to all things.

ABC investigation is a basic scientific apparatus that enables the executives to concentrate on
its endeavors when results are high. The idea of applying stock is called ABC investigation.

Insights uncover that a few articles are high as far as yearly use. A portion of these things are
known as a class, which is critical for business. Different variables that are called B and C are
endless however their commitment is less vital. In this way ABC investigation partitions
things into A, B and C into three segments dependent on their qualities. Arrangement is set
up to give the correct consideration and control things to request.

FEATURES OF ABC ANALYSIS

A Class (High Value) B Class (Moderate Value) C Class (Low Value)

1. Tight control on Moderate control Less control

stock levels

2. Low safety stock

Average Big
3. Ordered frequently
Less frequently Bulk ordering
4. Individual posting
Specific Shared posting
in stores

5. Weekly control
reports Monthly control Quarterly control

6. Continuous effort to
reduce lead time
Moderate efforts Minimum efforts

31
ADVANTAGES

 This system enables chairmen to keep up a particular control and just focus on
specific things.

 By keeping up exacting command more than one class things, the materials chief will
almost certainly show results inside a brief timeframe.

 It makes radar administrative costs, spares time and exertion and prompts better
arranging and guideline and expanded stock exchanges.

 ABC investigation, subsequently, endeavors to concentrate and direct endeavors on

the value of materials and accordingly turned out to be successful administration
control instruments.

FSN ANALYSIS

All things in the stock are not required at a similar recurrence. A few people need routinely,
sometimes and some once in a while. FSN investigation sorts things that move quicker,
gradually moving, moving items.

INVENTORY TURNOVER RATIO

Stock exchange depicts Kohler as "a proportion that estimates the normal selling time of the
firm in one year".

The high turnover rate demonstrates that the item being referred to is a quick moving
component. Then again, the low turnover rate demonstrates that speculations and ventures on
alluring merchandise will increment.

Stock turnover proportion can be determined in various ways by changing the section,
however keeping a similar denominator. For instance, the thing might be expended products,
the cost of offers merchandise or the net deals. On one of these, the proportion is unique in
relation to industry to industry.

Normal load of stock exchange length is estimated in extent to the estimation of merchandise
devoured. The proportion alludes to when the normal stock devours and revives. No jumping.

32
The turnover proportion can be dictated by the quantity of days the normal stock is held in a
year.

No, no. Days in two unique items can be followed to quicker, moving and moderate moving.
In light of that, attempt to decrease the measure of bolted capital, and forestall more
stockpiling of moderate moving articles.

Net sales

Inventory turnover ratio =

Avg. inventory

No. of days in a year

Inventory velocity =

Inventory turnover ratio

INVENTORY AS MANAGING INVENTORY BY WOLFE BAGBY

In this audit, the stock clarifies that Mr Wolfe Bagby Meat will almost certainly keep up
stock targets, lessen money cycle, maintaining a strategic distance from stock transfer,
dodging inordinate burden costs for unused inventories, expanding benefits by decreasing
money transformation, JIT.

 Getting smart about inventory

At the point when an assembling organization attempts to oversee its stock

administration, it enables the organization to comprehend what this implies. For
fledglings, augmenting the maker's money streams and rewards incorporates a
cautious and tactful eye on changes in free market activity, which implies looking at
outside elements that influence free market activity.

33
 Shortening the cash conversion cycle

A large portion of these can be skillful when producers recharge their calendar
framework. The online idea of the stock administration framework spreads over the
Electronic Data Interchange Distribution Network of arranged interest and dealer
necessities. It places systems, creation and appropriation in close synchronization with
late system stock, conjecture and genuine interest data. Another approach to lessen the
money change cycle is to have clear networks of correspondences with merchants.
Indeed, even propelled stock administration programming has nothing to do with a
solid inner production network, particularly if steadfast representatives need to deal
with benefit of the organization's help.

 Avoiding inventory shortage

Most makers distinguish provider records as critical. Albeit most stock has high
absolute costs, options are frequently less stock, which will in general put brakes on
activities. This implies there is a negative impact on more than one. A reasonable
method to play it safe is to maintain a strategic distance from stock misfortunes by
utilizing additional than one vender in specific regions of the inventory network.

 Avoid excessive carrying costs for unused inventory

By considering the factors confronting makers, most organizations appear to be

increasingly sensible to diminish stock. It is not necessarily the case that assembling
organizations can expel warehousing whenever. In any case, it is critical to take note
of those extreme decreases in stock expenses are accessible to any organization that
needs better control. This exertion manages building associations with providers to
the point where most exertion related subjects can work. Another approach to spare
receipt stock. Give stock duty to another person, so the maker does not need to spend
a lot to embrace it.

 Improving profitability by decreasing cash conversion

Invigorating money related execution is another profit by great stock administration.

Truth be told, most producers appreciate noteworthy investment funds and great
execution and pick the technique to cut stock, which works best for them.

34
 An essential estimation is characterized as stock exchange to decide how productively
the maker's stock administration framework is working. Essentially, how much stock
travels through the association can possibly gauge. Truth be told, generation
administrators can never say to gauge the significance of stock turnouts. Another
prominent report is to oversee accounts authoritative strategies to utilize stock to
improve gainfulness. Contingent upon the idea of the business, startup or time
installment limits can be advanced for quick moving inventories.

 JIT

For quite a long time, American makers have worked for cutting edge list the board
frameworks. About they get zero stock, close they achieve the profitability
productivity. Such reasoning, joined with the present accessible innovation, has
conveyed the stock administration framework to another dimension. Producers would
now be able to fulfill their clients' need without paying the expenses and weight of
their requests. Highlights, for example, compelling anticipating, seller the executives,
and information the board control can make makers increasingly proficient. These
highlights are structured by producers to make stock as a monetary speculation, just as
an approach to get more cash-flow in their pockets.

35
2.2 REVIEW OF LITERATURE

Author: Silver. (2008)

Identifies three possible forms of prime time. The first form knows the important time of each
replacement; The second is when the refills arrive after a random period; And the final form
can affect the company's seasonal factors.

Author: Yang. (2007)

A stylized model is presented to find the appropriate strategy with the fuzzy annual demand
of the comprehensive seller-buyer inventory model and the fuzzy adaptive production rate
(Yang, 2007)

Author: Ouyang et al.(2006)

Defective materials have been introduced to the JELS model. This study applies several
modeling methods for maintaining a defective amount in a comprehensive seller-buyer's
inventory model.

Author: Dutta et al. (2005)

Present the issue of one-time inventory in a quiet and uncertain mix environment (Dutta, et
al., 2005). The paper's goal is to introduce demand as a random variable. To regulate the
correct order quantity, this model was advanced in the presence of obscure random variable
call, where maximum performance is attained using a tier-based average integration
demonstration. To describe the sample, the classic news usage issue is considered.

Author: Das, Roy and Maiti. (2004)

The buyer-seller's vague inventory model is proposed for a declining element, where
weakness is subject to discount (Das, 2004). In this paper, multi-purpose joint financial Lot
Size models have developed in crisp and obscure environments. Here, the objectives are to
reduce the average cost of the buyer and maximize the average income of the seller.

36
Author: Kao and Hsu. (2002)

Proposed a one-time inventory model with unclear demand (Cao and Hsu, 2002). This paper
focuses on possible contexts, in which the demands are described by personally determined
association actions. For each order quantity Q, the total cost associated with storage costs,
deficit costs and holding costs is associated with it.

Author: Hsieh. (2002)

Two obscure production inventory models were introduced with vague parameters for crisp
production rates, or for vague manufacture rates

Author: Lin and Yao. (2000)

Maintain a suitable solution to the fuzzy case of financial invention of the production
inventory model

Author: Chang. (1999)

The production rate considers a vague number of production inventory models. Depending on
the numerical example, they compare the vague and crisp methods to solve this problem

Author: Lee and Yao. (1998)

Their model (Lee, 1998) clarifies the demand rate and production rate per day.

Author: Ishii and Konno. (1998)

Clearly the cost of deficit was introduced to the classical newsboy problem. He investigated
that the cost of its defect was obscure and was a vague newsboy issue given by the obscure
number of L. Then, the expected benefit of the job is considered to be obscure. The correct
order order to realize the fuzzy maximal order of the profit function (the lightning discharge
order considering the benefit of the work) has found and compares the amount of order
applicable to the fuzzy Newsboy problem

Author: Chen and Wang. (1996)

Roy and Maiti (1997), Yo and others. (2000) and Chang (2004) extend the famous EOQ
inventory to obscure versions

37
Author: D. Petrovic .(1996)

The first only inventory inventory is D. Designed by Petrovic (1996), he devised the concept
of a second stage obscure set, s-faciation and arithmetic defusion methods.

Author: Ho .(1989)

They are divided into two sets: environmental uncertainty and system uncertainty. The
environmental uncertainty contained uncertainties beyond the production process, such as
uncertainty and supply uncertainty.

Structure uncertainty relates to the uncertainty in the manufacturing process, such as

performance yield uncertainties, production seismic uncertainties, and value uncertainty,
product disappointment and product structure changes.

Author: K. S. Park.(1987)

K. S. Parker was one of those who applied the vague theory of the same product inventory
model with obscure parameters based on the Harrison model (Park, 1987)

Author:Galbraith. (1973)

The uncertainty describes the difference between the amount of figures needed to perform the
task and the information previously contained. In the existent world, many forms of
uncertainty affect manufacture processes.

Author: Zadeh. (1965)

Fuzzy logic is used in hazardous problems, widely used in solving artificial intelligence
problems, in combination with building expert systems and synthetic nerve networks. The
theoretical basis of obscure logic forms obscure sets.

Author: Krishnamurty. (1964)

It maintains collections and lists in the private sector of the entire Indian economy during
1948-61. This study has used sales to represent product demand and to indicate the
importance of catalyst. Short-term interest interest has been found to be significant.

38
Author: E.W. Taft.(1918)

EPQ show is E.W. Taft created in 1918 (Taft, 1918). This strategy is an expansion of the
EOQ demonstrate. The traditional financial generation show (EPQ) is broadly utilized.

Author: Ford W. Harris. (1913)

In a paper distributed in Factory, Magazine of Management (Harris, 1913) in 1913, Ford W.

A few research has been made at the base of this model. In any case, the model coefficients
might be dark.

39
CHAPTER 3

RESEARCH DESIGN

TITLE OF THE STUDY:

“A study on Inventory management at Asian Paints India Limited”

3.1 STATEMENT OF THE PROBLEM

Two essential rundown choices confronting chiefs

 How much additional stock is to request or create

 When requesting or delivering

Despite the fact that these two choices can be considered independently, they are firmly
identified with concurrent arrangements. It is expected to diminish the run of the mill target
cost. Complete stock expenses ordinarily incorporate holding, request, inadequacy and cost of
procurement.

3.2 NEED FOR THE STUDY

The board needs the executives to hold huge scale work capital, so the executives needs to
realize that it very well may be limited by stock administration. So consider on stock
administration in the organization is essential.

3.3 OBJECTIVES OF THE STUDY:

 To contemplate stock administration style after Asian compositions.

 To examine the execution of Asian artistic creations stock.
 To comprehend if the organization can improve the stock exchange execution

3.4 SCOPE OF THE STUDY

Stock administration is a critical idea of vain inclusion in all organizations and frequently
calls administrative consideration. Rundown the executives is a necessary piece of all
organizations in present day times.

40
Consequently all the firm gives exceptional significance to stock administration, the Asia
Colors Company centers around the proficiency of the stock administration framework
received and the procedures utilized for the most part by the organization to control the
examination. This examination covers different territories, for example, monetary proportions
from 2014 to 2018.

3.5 RESEARCH METHODOLOGY

The examination strategy is an efficient answer for the exploration issue. The Asian Paints
Company is expected for research examine inquire about purposes. For stock investigation,
we will decide the accompanying discoveries:

 Raw Material Inventory.

 Process Inventory Jobs.
 Complete Goods Inventory.

Descriptive methodology: Descriptive technique is an examination strategy. It is utilized to

portray the information as opposed to depicting it. General utilization is in measurements,
investigates the number, yet there is no explanation for the numbers.

An illustrative examination will gather data without changing nature (ie, none is controlled).
It is utilized to acquire data identifying with the present condition of the marvel to show the
circumstance "in presence" for factors or conditions. These techniques incorporate an
examination that clarifies the investigation of conditions that explore the connection between
factors, for example, formative examinations that endeavor to decide time changes.

METHODS OF DATA COLLECTION

In the Asian Paints Company's stock investigation, we gather information from different
sources. We gather essential and optional information.

Secondary Data

Auxiliary information as of now exists for a particular reason. We utilize optional

information about stock to take a gander at the organization's old records. Every day data
about materials is appeared day by day narrative reports, different documentaries utilized for
the buy register and research.

41
In stock investigation, the auxiliary information gave isn't sufficient to us to gather the
essential information.

Primary Data

Essential information or crisp information We get from the examination goals equation with
the assistance of the essential information. Essential information is precise, attainable,
dependable and valuable information

 The organization utilized stock control procedures.

 Stock Levels.
 Company site.

3.7 LIMITATIONS OF THE STUDY

 An examination and investigation of as far as possible is the examination

 This investigation is for the most part led dependent on the auxiliary information gave
in budget summaries.
 This examination depends on authentic data and data gave in yearly reports, so it's
anything but a future marker.
 There might be some incomplete contrasts in bookkeeping proportions.
 The examination did not concentrate a lot on time because of deficiencies and time
shortfalls

42
3.8 CHAPTER SCHEME

CHAPTER 1 : INTRODUCTION

CHAPTER 2 : CONCEPTUAL BACKGROUND AND LITERATURE REVIEW

CHAPTER 3 : RESEARCH DESIGN

CHAPTER 4 : ANALYSIS AND INTERPRETATION

CHAPTER 5 : FINDINGS, CONCLUSION AND SUGGESTION

Bibliography

Annexure

43
CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

INVENTORY TURNOVER

Table 4.1showing data for Inventory Turnover

Year 2018 2017 2016 2015 2014

Inventory Turnover Ratio 6.50 5.76 7.85 6.46 6.26

Inventory Turnover Ratio = Net sales / Total average inventory

ANALYSIS:

From the above table we can see that the inventory turnover ratio for 2018 is about 6.50, for
the year 2017 it was 5.76, for the year 2016 it was 7.85, for the year 2015 it was 6.46 and for
the financial year 2014 it was about 6.26

Graph 4. 1 showing graph for Inventory Turnover

Inventory Turnover
9
7.85
8

7 6.5 6.46 6.26

5.76
6
5
4
3
2
1
0

2018 2017 2016 2015 2014

Inventory Turnover Ratio

44
INTERPRETATION:

From the above graph we can see that the inventory turnover ratio for the Asian paints
company has been showing a fluctuating trend. Even though it has increased from the last
financial year, the highest figure was in the year of 2016.

AVERAGE RAW MATERIAL HOLDING

Table 4.2 showing data for Average Raw Material Holding

Year 2018 2017 2016 2015 2014

Average Raw Material Holding - - - - 11.38

Average Raw Material Holding = Average raw materials stock / Raw material
consumption

ANALYSIS:

From the above table we can see that the average raw material holding for 2018 to the year
2015 it was nil and for the financial year 2014 it was about 11.38

Graph 4.2 showing graph for Average Raw Material Holding

Average Raw Material Holding

1211.38

10

0 0 0 0
0
2018 2017 2016 2015 2014

Average Raw Material Holding

45
INTERPRETATION:

From the above graph we can see that the average raw material holding for the company has
been constantly becoming nil with the exception of the financial year of 2014.

AVERAGE FINISHED GOODS HELD

Table 4.3 showing data for Average Finished Goods Held

Year 2018 2017 2016 2015 2014

Average Finished Goods Held - - - - 102.87

Average Finished Goods Held = Cost of goods sold / Average finished inventory

ANALYSIS:

From the above table we can see that the average finished goods held for 2018 to the year
2015 it was nil and for the financial year 2014 it was about 102.87

Graph 4.3 showing graph forAverage Finished Goods Held

Average Finished Goods Held

120
102.87
100

80

60

40

20

0 0 0 0
0
2018 2017 2016 2015 2014

Average Finished Goods Held

46
INTERPRETATION:

From the above graph we can see that the average finished goods held days is also nil
whereas the company had a very high figure of 102.87 in the financial year of 2014.

NUMBER OF DAYS IN WORKING CAPITAL

Table 4.4 showing data for Number of Days in Working Capital

Year 2018 2017 2016 2015 2014

Number of Days In Working

0.47 14.82 -8.76 5.15 19.42
Capital

Number of Days in Working Capital = (Operating Current Assets – Operating Current

Liabilities) / annual sales * 365

ANALYSIS:

From the above table we can see that the number of days in working capital for 2018 is 0.47,
for the year 2017 it was 14.82, for the year 2016 it was -8.76, for the year 2015 it was 5.15
and for the financial year 2014 it was about 19.42

Graph 4.4 showing graph for Number of Days in Working Capital

Number of Days In Working Capital

25
19.42
20
14.82
15

10
5.15
5
0.47
0
2018 2017 2016 2015 2014
-5

-10 -8.76
-15

Number of Days In Working Capital

47
INTERPRETATION:

From the above graph we can see that the number of days in working capital for the Asian
paints company has been showing very fluctuating figures. It came down drastically from the
previous financial year which was a increase from its predecessor.

MATERIAL COST COMPOSITION

Table 4.5 showing data for Material Cost Composition

Year 2018 2017 2016 2015 2014

Material Cost Composition 55.65 58.72 50.70 56.74 58.01

Material Cost Composition = Raw Material Opening + Material Purchases – Material

Closing

ANALYSIS:

From the above table we can see that the material cost composition for 2018 is 55.65, for the
year 2017 it was 58.72, for the year 2016 it was 50.70, for the year 2015 it was 56.74 and for
the financial year 2014 it was about 58.01

Graph 4.5 showing graph for Material Cost Composition

Material Cost Composition

58.72
60
58.01
58 56.74
56 55.65
54
52
50
48 50.7
46

2018 2017 2016 2015 2014

Material Cost Composition

48
INTERPRETATION:

From the above graph we can see that the material cost composition of the company has
decreased from the previous financial year which stood lowest in the year of 2016 and
highest in the previous financial year of 2017.

IMPORTED COMPOSITION OF RAW MATERIALS CONSUMED

Table 4.6 showing data for Imported Composition of Raw Materials Consumed

Year 2018 2017 2016 2015 2014

Imported Composition of Raw

-- -- 34.35 32.74 42.97
Materials Consumed

ANALYSIS:

From the above table we can see that the material cost composition for 2018 to 2017 was
nil, for the year 2016 it was 34.35, for the year 2015 it was 32.74 and for the financial year
2014 it was about 42.97

Graph 4.6 showing graph for Imported Composition of Raw Materials Consumed

Imported Composition of Raw Materials Consumed

50
45 42.97

40
34.35
35 32.74

30
25
20
15
10
5

0 0
0
2018 2017 2016 2015 2014

Imported Composition of Raw Materials Consumed

49
INTERPRETATION:

From the above graph we can see that the imported composition of raw materials consumed
for the company has been nil for the current and the previous financial years.

SELLING DISTRIBUTION COST COMPOSITION

Table 4.7 showing data for Selling Distribution Cost Composition

Year 2018 2017 2016 2015 2014

Selling Distribution Cost

3.94 4.08 3.68 -- --
Composition

ANALYSIS:

From the above table we can see that the selling and distribution cost composition for 2018 is
about 3.94, for the year 2017 it was 4.08, for the year 2016 it was 3.68 and for the year 2015
to the year 2014 it was nil

Graph 4.7 showing graph for Selling Distribution Cost Composition

Selling Distribution Cost Composition

4.5
4.08
3.94
4 3.68
3.5

2.5

1.5

0 0
0.5
0
2018 2017 2016 2015 2014

Selling Distribution Cost Composition

50
INTERPRETATION:

From the above graph we can see that the selling and distribution cost composition of the
Asian Paints company has increased after the financial year of 2016. However for the current
financial year it has decreased a little.

PBT MARGIN (%)

Table 4.8 showing data for PBT Margin (%)

Year 2018 2017 2016 2015 2014

PBT Margin (%) 20.22 21.00 18.80 16.59 16.34

PBT Margin = Earnings before tax / sales

ANALYSIS:

From the above table we can see that the PBT Margin (%) for 2018 is about 20.22, for the
year 2017 it was 21, for the year 2016 it was 18.80, for the year 2015 it was 16.59 and for the
year 2014 it was 16.34

Graph 4.8 showing graph for PBT Margin (%)

PBT Margin (%)

25
21
20.22
20 18.8
16.59 16.34

15

10

0
2018 2017 2016 2015 2014

PBT Margin (%)

51
INTERPRETATION:

From the above graph we can see that the PBT Margin percentage for the company had been
showing an increasing trend over the years, except for the current financial year which
showed a figure slightly lesser than the previous year.

RETURN ON CAPITAL EMPLOYED (%)

Table 4.9 showing data for Return on Capital Employed (%)

Year 2018 2017 2016 2015 2014

Return on Capital Employed (%) 35.25 35.75 30.14 29.39 29.99

Return on Capital Employed = Net Operating Profit / (Total assets –Current Liabilities)

ANALYSIS:

From the above table we can see that the Return on Capital Employed (%) for 2018 is about
25.25, for the year 2017 it was 35.75, for the year 2016 it was 30.14, for the year 2015 it was
29.39 and for the year 2014 it was 29.99

Graph 4.9 showing graph for Return on Capital Employed (%)

Return on Capital Employed (%)

40
35.25 35.75
35
30.14 29.39 29.99
30

25

20

15

10

5
2018 2017 2016 2015 2014
0
Return on Capital Employed (%)

52
INTERPRETATION:

From the above graph we can see that the return on capital employed percentage of the
company has stood almost same as the previous financial years figure. However it had
increased slightly in the previous year.

ASSET TURNOVER RATIO (%)

Table 4.10 showing data for Asset Turnover Ratio (%)

Year 2018 2017 2016 2015 2014

Asset Turnover Ratio (%) 122.26 122.09 151.19 160.16 155.92

Asset Turnover Ratio = Total Sales / Average Total Assets

ANALYSIS:

From the above table we can see that the Asset Turnover Ratio (%) for 2018 is about 122.26,
for the year 2017 it was 122.09, for the year 2016 it was 151.19, for the year 2015 it was
160.16 and for the year 2014 it was 155.92

Graph 4.10 showing graph for Asset Turnover Ratio (%)

Asset Turnover Ratio (%)

180
160.16 155.92
160 151.19

140
122.26 122.09
120
100
80
60
40
20
0

2018 2017 2016 2015 2014

Asset Turnover Ratio (%)

53
INTERPRETATION:

From the above graph we can see that the asset turnover ratio percentage for the company has
remained almost same as the previous financial year. It was highest in the year of 2015 and
then onwards it started to decrease.

ABC CLASSIFICATION

ABC Analysis for 2014

Table 4.11 showing data for the ABC Analysis For 2014

% OF
CLASS VALUE CUMULATIVE% ITEMS
VALUE

A 15783654 48 48 97

B 7896465 32 86 148

C 5149436 14 100 331

28829555

Graph 4.11 showing graph for the ABC analysis for 2014

Cumulative%
120
100
100 86
80

60 48

40

20

0
A B C

54
INTERPRETATION:

In the year 2014 there are 97 items which constitutes their value of 48% in the total value
which comes under “A” category. 148 items which constitutes 32% in the total value which
comes under “B” category and 331 items which constitutes 14% in the total value which
comes under “C” category

ABC Analysis for 2015

Table 4.12 showing data for the ABC analysis for 2015

% OF
CLASS VALUE CUMULATIVE% ITEMS
VALUE

A 18657453 59 59 132

B 9176839 33 89 162

C 5276050 11 100 358

33110342

Graph 4.12 showing graph for the ABC analysis for 2015

Cumulative%
120
100
100 89

80
59
60

40

20

0
A B C

55
INTERPRETATION:

In the year 2015 there are 132 items which constitutes their value of 59% in the total value
which comes under “A” category.162items which constitutes 89% in the total value which
comes under “B” category and 358 items which constitutes 11% in the total value which
comes under “C” category.

ABC Analysis for 2016

Table 4.13 showing data for the ABC analysis for 2016

Class Value % Of value Cumulative % Items

A 67963606 90 90 90

B 6330760 8 98 124

C 1538254 2 100 385

75832620

Graph 4.13 showing graph for ABC analysis for 2016

102
Cumulative %
100
100
98 98
96
94

92
90
90
88
86
84

A B C

56
INTERPRETATION:

In the year 2016 there are 69 items which constitutes their value of 90% in the total value
which comes under “A” category.124 items which constitutes 8% in the total value which
comes under “B” category and 385 items which constitutes 2% in the total value which
comes under “C” category.

ABC Analysis for 2017

Table 4.14 showing data for the ABC analysis for 2017

Class Value % of value Cumulative % Items

A 81356374 93 93 94

B 6954739 11 94 163

C 839125 6 100 294

89150238

Graph 4.14 showing graph for the ABC analysis for the 2017

Cumulative %
102
100
100

98

96
94
94 93

92

90

88
A B C

57
INTERPRETATION:

In the year 2017 there are 94 items which constitutes their value of 93% in the total value
which comes under “A” category.163 items which constitutes 94% in the total value which
comes under “B” category. 294 items which constitutes 6% in the total value which comes
under “C” category

ABC Analysis for 2018

Table 4.15 showing data for the ABC analysis for 2018

Class Value % of value Cumulative % Items

A 397584731 97 97 19

B 13526735 6 98 41

C 3696429 2 100 523

414807895

Graph 4.15 showing graph for the ABC analaysis for 2018

Cumulative %
100.5 100
100
99.5
99
98.5
98 98
97.5
97
96.5 97
96
95.5

ABC

58
INTERPRETATION:

In the year 2018 there are 19 items which constitutes their value of 97% in the total value
which comes under “A” category. 41 items which constitutes 6% in the total value which
comes under “B” category and 523 items which constitutes 2% in the total value which
comes under “C” category.

59
CHAPTER 5

FINDINGS SUGGESTION AND CONCLUSION

FINDINGS

 The key components of inventory are raw materials, work processes, shops and
accessories and finished goods. The average, finished goods index is 43.18% higher.
 Work on process listings occupies a position of 33.11% in the Asian Paints India
Company.
 The share of raw materials stock increased
 At the time of analysis, the increase in inventory size in the entire personality (from 207
to Rs 595 crore) has been found to be more noticeable in the Asia Payments India
Company.
 The size of the inventory is large and 72% of the average asset and 15% of the total
asset.
 Inventory transaction ratio is based on sales between 1.91 and 5.03 and sold from 2.39
to 4.80 in the Asia Payments India Company, depending on the cost of sales.
 During the raw stocking period, Asian Paints India varies greatly from the norm (2
months). Asian Paints India has vary significantly from the norm (0.75months) in the
work process. Thus, the raw materials stock level was satisfactory in Asian Payments
India and had a satisfactory level of processing inventory.
 The growth in sales and product sales inventories in Asia Paints India during this period
depicts the average growth rate of inventory is higher than the sales rate and growth rate
of production. Matrix also points out that there is a more positive correlation between
goods, trade and production
 Efficiency of performance management was moderate in the Asian Payments India
Company due to the change in raw materials (96.71%) with the change of raw materials
consumption (53.70%). This reveals more or less stable behavior of raw materials stock.
So the performance of the Asian Payments India Company was good during the study.
 The recession results reveal that there is a high positive correlation between inventory
and current assets in the Asia Payments India Company.

60
SUGGESTIONS

 The company's profit is not in good standing, for example the company has to take
alternate measures
 Increase in sugarcane collection,
 Production and control of costs, management, sales etc.
 Organizations have a lower current ratio, so their current ratio can be increased so that
short term liability can be done smoothly.
 The firm's liquidity ratio is not the best liquidity in five years. So I suggest that the
firm maintains proper liquid money, such as cash and bank balance.
 It increases the efficiency of the employee, the more training required for its
employees, the greater safety precautions for employees who work directly in the
sugar production process, to increase their productivity efficiency and to minimize
errors while performing tasks.
 The firm's high inventory advocates that the firm should reduce its shares by
increasing sales.
 The direct cost of the firm is too high, so my advice is to reduce the direct cost cost by
purchasing raw materials from other suppliers.
 Organizations should have appropriate testing in the plant production process

61
CONCLUSION

Stock Management helps and guarantees the accomplishment of creation organizations.

Fruitful execution of stock fundamentally improves the entire business. Current stock
administration forms use new and increasingly refined strategies for dynamic enhancement of
stock to limit shopper administrations, diminished stock and ease.

The objective of good stock administration isn't flawlessness however improvement. These
enhancements ought not be seen as a transient exertion, yet should proceed consistently. The
ROI of stock administration is found in expanded pay and benefit shapes, a positive
increment in the representative condition and in general consumer loyalty.

A really compelling stock administration framework diminishes the unpredictability of

arranging, keeping up and controlling a basic production network organize for business
achievement.

62
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Science 48(3) 399–413.
 Ball, M. O., B. L. Golden, A. A. Assad, L. D. Bodin. 1983. Planning for truck fleet
size in the presence of a common-carrier option. Decision Sciences 14(1) 103–120.
 Barnhart, C., R. R. Schneur. 1996. Air network design for express shipment service.
Operations Research 44(6) 852–863.
 Bertsimas, D., J. N. Tsitsiklis. 1997. Introduction to Linear Optimization. Athena
Scientific, Belmont, MA.
 Birge, J. R., F. Louveaux. 1997. Introduction to Stochastic Programming. Springer,
New York.
 Ceder, A. 2005. Estimation of fleet size for variable bus schedules. Transportation
Research Record 1903 3–10.
 Clark, P. 2007. Buying the Big Jets: Fleet Planning for Airlines, 2nd ed. Ashgate,
Aldershot, UK.
 Couillard, J., A. Martel. 1990. Vehicle fleet planning in the road transportation
industry. IEEE Transactions on Engineering Management 37(1) 31–36.
 Crary, M., L. K. Nozick, L. R. Whitaker. 2002. Sizing the U.S. destroyer fleet.
European Journal of Operational Research 136 680–695.
 Dick, A. S., and Basu, K. (1994). Customer loyalty: Towards an integrated
framework. Journal of the Academy of Marketing Science, 22, 99-113.
 Dr. Akhilesh Chandra Pandey (2009), Study of Relationship between Brand
Perception and Purchase Behavior of Consumer : A Case of Paint Industry "Pragyaan
: JOM" Volume 7 : Issue 1, June
 Dunn, D. and Narasimhan, C. (1999), The new appeal of private labels, Harvard
Business Review, Vol. 77(3), pp. 41-52.
 Etzel, M., Walker, B., and Stanton, W. (2001), Marketing (12th ed.). Boston:
McGraw-Hill Irwin.
 Gustafsson Anders, Johnson Michael D., and RoosInger, 2005, ’The Effects of
Customer Satisfaction, Relationship Commitment Dimensions, and Triggers on
Customer Retention’, American Marketing Association, ISSN:0022-2429 (print),
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 Hawkins, D. I., Best R. J. and Coney, K. A. (1998), Consumer Behavior: Building
Marketing Strategy, 7thEd.,Mcgraw Hill, Boston.
 Hawkins, D. I., Best, R. J., Coney, K.A. (2001), Consumer behavior: building
marketing strategy(8th ed.). Boston: Irwin McGraw-Hills.
 Akhilesh Chandra Pandey (2009), Study of Relationship between Brand Perception
and Purchase Behavior of Consumer : A Case of Paint Industry, Pragyaan : JOM"
Volume 7 : Issue 1, June.
 Kotler Philip, 2003, Marketing Management , Pearson Education, Inc. Fifth edition.
 M. Punniyamoorty and Nanda Kishore Shetty (2011), A study of customers' brand
preference pattern and factors influencing brand preference in a commodity product,
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5/2011 Inderscience Publishers ,ISSN:1753-0806 (Print), 1753-0814 (Online), 6th
September

BOOKS REFFERED
 1.Prasanna Chandra,” Financial Management”, “Tata McGraw Hill Education Private
Limited”. 8th edition 2011.
 2. M Y Khan and P K Jain, “Cost Accounting” ,Tata McGraw Hill Publishing
Company Limited.” 7th edition 2007.
 3. M Y Khan, “Management Accounting” Tata McGraw Hill Publishing Company
Limited.” 4th edition 2008.
ANNEXURE

Balance Sheet Comparison

PARTICULARS 2018 2017 2016 2015 2014

EQUITIES AND
LIABILITIES

SHAREHOLDER'S FUNDS

Equity Share Capital 95.92 95.92 95.92 95.92 95.92

Total Share Capital 95.92 95.92 95.92 95.92 95.92

Reserves and Surplus 7,702.24 6,998.83 4,867.24 4,134.34 3,505.01

Total Reserves and Surplus 7,702.24 6,998.83 4,867.24 4,134.34 3,505.01

Total Shareholders Funds 7,798.16 7,094.75 4,963.16 4,230.26 3,600.93

NON-CURRENT LIABILITIES

Long Term Borrowings 9.87 10.38 31.55 32.09 39.51

Deferred Tax Liabilities [Net] 270.33 261.17 207.69 167.78 177.07

Other Long Term Liabilities 3.26 5.96 1.68 0.00 0.12

Long Term Provisions 107.35 109.84 94.23 85.25 80.24

Total Non-Current Liabilities 390.81 387.35 335.15 285.12 296.94

CURRENT LIABILITIES

Short Term Borrowings 0.00 26.84 0.00 0.00 0.00

Trade Payables 1,851.50 1,671.26 1,333.20 1,313.08 1,498.84

Other Current Liabilities 1,504.61 1,141.63 1,021.25 832.71 747.52

Short Term Provisions 42.85 36.20 711.39 612.03 537.48

Total Current Liabilities 3,398.96 2,875.93 3,065.84 2,757.82 2,783.84

Total Capital And Liabilities 11,587.93 10,358.03 8,364.15 7,273.20 6,681.71

ASSETS

NON-CURRENT ASSETS

Tangible Assets 2,477.44 2,512.01 2,532.97 1,886.42 1,973.21

Intangible Assets 91.09 92.67 92.17 79.07 38.99

Capital Work-In-Progress 1,391.84 219.76 92.79 139.54 37.95

Fixed Assets 3,960.37 2,824.44 2,717.93 2,105.03 2,050.15

Non-Current Investments 1,547.33 1,598.20 1,006.89 775.72 548.19

Long Term Loans And Advances 79.08 70.27 111.23 209.54 94.64

Other Non-Current Assets 500.06 434.92 30.54 13.64 6.32

Total Non-Current Assets 6,086.84 4,927.83 3,866.59 3,103.93 2,699.30

CURRENT ASSETS

Current Investments 1,030.01 1,315.40 1,432.79 1,118.06 482.00

Inventories 2,178.43 2,194.09 1,610.12 1,802.18 1,665.05

Trade Receivables 1,138.20 994.63 759.06 728.87 712.36

Cash And Cash Equivalents 120.84 205.94 155.02 61.81 745.36

Short Term Loans And Advances 12.17 13.55 221.91 205.43 201.54

OtherCurrentAssets 1,021.44 706.59 318.66 252.92 176.10

Total Current Assets 5,500.17 5,429.63 4,497.56 4,169.27 3,982.41

Total Assets 11,587.93 10,358.03 8,364.15 7,273.20 6,681.71

Profit and Loss Statement

PARTICULARS 2018 2017 2016 2015 2014

INCOME

Revenue From Operations 14,329.17 14,329.17 14,162.13 14,162.13 13,992.15

[Gross]

Less: Excise/Sevice Tax/Other 391.69 391.69 1,713.32 1,713.32 1,533.50

Levies

Revenue From Operations 13,937.48 13,937.48 12,448.81 12,448.81 12,458.65

[Net]

Other Operating Revenues 230.38 230.38 198.30 198.30 187.23

Total Operating Revenues 14,167.86 14,167.86 12,647.11 12,647.11 12,645.88

Other Income 277.50 277.50 300.17 300.17 225.30

Total Revenue 14,445.36 14,445.36 12,947.28 12,947.28 12,871.18

EXPENSES

Cost Of Materials Consumed 7,100.16 7,100.16 6,737.45 6,737.45 5,842.29

Purchase Of Stock-In Trade 742.57 742.57 646.53 646.53 524.42

Changes In Inventories Of 154.12 154.12 -515.58 -515.58 162.86

FG,WIP And Stock-In Trade

Employee Benefit Expenses 791.08 791.08 742.83 742.83 664.20

Finance Costs 21.06 21.06 18.86 18.86 23.40

Depreciation And Amortisation 311.11 311.11 295.43 295.43 238.36

Expenses

Other Expenses 2,459.43 2,459.43 2,365.04 2,365.04 2,972.55

Total Expenses 11,579.53 11,579.53 10,290.56 10,290.56 10,428.08

 ACHARYA INSTITUTE OF TECHNOLOGY
DEPARTMENT OF MBA

PROJECT (17MBAPR407) -WEEKLY REPORT

ACHARYA

NAME OF THE STUDENT: PREM RATHAN.J

INTERNAL GUIDE: PROF . KEERTHI H K
USN: lA Yl 7MBA37
COMPANY NAME: ASIAN PAINTS

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

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

18th Jan 2019- Data collection

25th Jan 2019

26th Jan 2019 - Analysis and finalization

2nd Feb 2019 of report

3rd Feb 2019-

Findings and Suggestions
9th
Feb 2019

Conclusion and Final Report

10th Feb 2019 -
16th Feb 2019

,·TE

GALORE.) \
Q iC\7 Q I

Company Seal
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