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INTRODUCTION

1.1 INDUSTRY PROFILE:

HISTORY AND DEVELOPMENT OF SUGAR INDUSTRY IN INDIA: India has been as the original home of sugarcane and sugar. Indians knew the art of making sugar since the fourth century. However the advent of modern sugar industry in India dates back to mid 1930s when a few vacuum pan units were established in the tropical belts of Uttar Pradesh and Bihar. The Sugar industry is predominantly localized in Uttar Pradesh, particularly in the districts of Meerut, Saharanpur, Bijnour, Bereilly, Muzaffarnagar, Moradabad, Bihar and in the eastern coastal districts of Andhra Pradesh. If we refer to the historical events in the Sphere of Sugar Industry, Uttar Pradesh and Bihar occupied the predominant position as far as the location pattern of the industry is concerned and still these States are enjoying the same position. The reasons for such heavy concentration in the States of Utter Pradesh and Bihar are manifold. The unique position which Utter Pradesh enjoys in respect of cane cultivation is due to the advantages conferred by the rich and fertile alluvial soil of the Genetic plain, the bulk of which contains adequate quantities of lime and potash, the presence of thin varieties of cane admirably suited to the climate conditions of the region and the existence of cheap and extensive irrigation facilities. The concentration of sugarcane crop in compact blocks enables the sugar factories to get supplies of sugarcane direct from the fields. Moreover, the cost of the cane cultivation is less and the cultivators are not accustomed to raise alternative crops like groundnuts, chilies, plantains, etc. In recent years the sugar industry spreading to other parts of India, notably in the southern states on Maharastra, Karnataka, and Andhra Pradesh and so on. Since sugar
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mills got to be near the sugar fields, Sugar mills are getting established near places where Sugarcane can be and is grown. Also, the consumption of sugar is widespread and sugar is demanded practically in all areas. And, therefore there is in recent years tendency in the case of sugar industry towards its dispersal in different parts of the country. India is the largest consumer and second largest producer of sugar in the world. The sufficient and well distributed monsoon rains, rapid population growth and substantial increases in sugar production capacity have combined to make India the largest consumer and second largest producer of sugar in the world. The Indian Sugar industry has not only achieved the singular distinction of being one of the largest producer of white plantation crystal sugar in the world but has also turned out to be a massive enterprise of gigantic dimensions. With over 450 sugar factories located throughout the country, the sugar industry is amongst the largest agro processing industries, with an annual turnover of Rs150bn. It plays a major role in rural development and its importance for India stretches far beyond the role of a sweetener supplier. The Sugar factories located in various parts of the country work as nuclei for development of rural areas by mobilizing rural resources and generating employment, transport and communication facilities. Over 45mn farmers, their dependants and a large mass of agricultural labor are involved in sugarcane cultivation, harvesting and ancillary activities constituting 7.5% of the rural population. The sugar industry employs over 0.5mn skilled and unskilled workmen, mostly from the rural areas. Since the beginning of planning era, sugar industry operated under a policy of partial control in 1950-51 and 1951-52, followed by a continuous period of six years of decontrol between 1952-53 and 1957-58. This policy was followed under the pragmatic leadership of the Minister of Food, Sri Rafi Ahmed Kidwai. However, with his departure, the perception of decontrol was lost.

After altering between control and the Government adopted the policy of partial decontrol in 1967-68, which has since been the mainstay of Government policy except for two short periods of decontrol in the 1970s. Under this policy, the Government procures 40% of production at controlled prices based on the Statutory Minimum price for sugarcane, for supply through the Public Distribution System and the balance 60 % is allowed to be sold by the mills in free market subject to the monthly release mechanism. The details of past Government policies for sugar industry are provided in annexure 1. The levy quota for sugar mills has been brought down from the peak levels of 70% in 1968-69 to the present levels of 40% as a gradual process of deregulation of sugar industry. The number of operating sugar mills in the country has increased from 29 in sugar year (SY) 1930-31 to 412 by 1996-97 (sugar year = October 1st to September 30th). The addition in number of mills was at its peak during seventies when nearly 100 mills were added between 1970 and 1980 to increase the number of operating units to 300. The development of industry in the past is as given in table below. The average capacity of the sugar mills in the industry has considerably moved up from just 644 ton per day in SY 1930-31 to 2656 ton per day. But still the growth in the Indian sugar industry was driven by horizontal growth (increase in number of units) compared to the vertical growth witnessed in other countries (increase in average capacity).

CENSUS OF SUGAR MILLS AND CRUSHING ACTIVITY IN INDIA Sugar year (oct-sept) Number operating Sugar mills 1930-31 1940-41 1950-51 1960-61 1970-71 1980-81 1990-91 1996-97 2000-01 2003-04 29 148 139 174 215 315 385 412 423 453 of Average capacity ton Crushed per day 644 750 882 1172 1394 1718 2088 2656 3000 3200

SIGNIFICANCE OF SUGAR INDUSTRY Sugarcane and sugar beet are two main sources of white crystal sugar in the world. Out of the worlds total white crystal sugar production about 70% comes from sugarcane and 30% from sugar beet. More than 100 countries in the world cultivate sugarcane while 35 countries produce sugar from sugar beet. About 12 countries produce sugar both from sugarcane and sugar beet. Worldwide sugarcane occupies an area of 20.1 million hectares with a total production of 1318.1 million tones and productivity of 65.5 tones per hectare. Asia has the highest area (9.08 million hectares) and contributes 42% towards worlds sugarcane production. The main By-products of sugar industries are (i) (ii) (iii) Molasses Bagasse Filter cake

1. Molasses is used to produce chemicals, spirit and alcohol. 2. Bagasse is the raw material for manufacturing paper. 3. Filter is used for manure. Sugar is not only for domestic purpose but also it is used as semi industrial goods for the manufacturing of foodstuff. So sugar industry has direct or indirect effect on other industries. The different types of significances of Sugar industry are

Sugar industry Multi-product complexes: There are 453 sugar mills in operation in the country. A few more are in the pipeline. The existing mills have to diversify into sugar-ethanol cum-electricity generation complexes. Around 1000 such complexes will have to be established to process 3750 million tones of cane into value added products, with an investment of Rs.1, 32,650 crores. With 3750 million tones of sugarcane, the country can produce 16 million tones of sugar, 10 million tones of jaggery/gur, 246.15 billion liters of ethanol and 298.35 billion KWH of surplus electricity after providing for captive consumption. The domestic market can absorb the production of 16 million tones of jaggery/gur.

1.2WORKING CAPITAL MANAGEMENT

A CONCEPTUAL FRAMEWORK ON WORKING CAPITAL MANAGEMENT Working capital is the firms holdings of current assets such as Cash, receivables, inventory and marketable securities. Every firm required working capital for its day to day transaction such as purchasing raw material, for meeting salaries, wages, rents rates, advertising etc. But there is much disagreement among various financial authorities (financial manager, accountants, businessmen and economists) as to the exact meaning of the term working capital. Definition: Working capital is the amount of funds necessary to cover the cost of operating the enterprise -ShubinCirculating capital means current assets of a company that are changed in the ordinary course of business form one form to another as for example, from cash to investors, inventories to receivable, receivable into cash. -Gene StenbergSignificance: The world in which real firms function is not perfect. It is characterizes by the firms considerable uncertainty regarding the demand, markets price, quality and availability of its own products and those of suppliers. These real world circumstances introduce problems to the firm must deal. While the firm has many strategies available to address these circumstances, strategies that utilize investment or financing with working capital accounts often offer a substantial advantage over the other techniques. The importance of working capital management is
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reflected in the fact that financial managers spend a great deal of time in managing current assets and current liabilities like Arranging short term financing

Negotiating favorable credit terms. Controlling the movement of cash. Administering accounts receivables Monitoring investment in receivables. Decisions concerning the above areas play an important role in maximizing

overall value of the firm. Once decisions concerning these areas are reached, the level of working capital is also determined in active decision sense, but falls out as residual from the decision just made. The management of working capital plays an important role in maintaining the financial health during the normal course of business. This critical role can be enunciated by examining the flow of resources through the firm. By far the major flow is the working capital cycle. Working Capital Cycle: This is the loop which starts at the cash and the marketable securities account, goes trough the current account as direct Labour and materials which are purchased and use to produce inventory, which in turn is sold and generates accounts receivables, which are finally collected to replenish cash. Concept & Scope: There are two concepts of working capital Gross Working Capital Net Working Capital

Gross Working Capital: Gross working capital, simply called as working capital refers to the firms investment in current assets. Current assets are the assets, which in ordinary course of business can be converted into cash within an accounting year. Examples of Current Assets are:

Cash and bank balances Short term loans and advances Bills Receivables Sundry Debtors Inventory Prepaid Expenses Accrued Incomes Money Receivable in 12 months The gross working capital focuses attention of two aspects of current assets

management. Optimum investment in current assets and Financing of current assets. The Consideration of the level of investment in current assets should avoid two danger points - excessive and inadequate investment in current arranging funds to finance current assets. When ever a need for working capital funds arises due to the increasing level of business activity or for any other reason arrangement should be made quickly. Net Working Capital: Net working capital refers to the difference between the current assets and current liabilities. Current liabilities are those claims of outsiders, which are accepted, to mature for payment with an accounting year and include creditors, bills payable and outstanding expenses.
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Net Working Capital

= Current Assets - Current Liabilities

Net working capital can be positive or negative. A positive net working capital will arise when current assets exceeds current liabilities. It is a quantitative concept. It indicate the liquidity position of the firm and It suggests the extent to which working capital needs may be financed by permanent sources of funds. Types of Working Capital: Working Capital can be classified into two categories i. e Permanent working capital Temporary or variable working capital

Permanent Working Capital: It is the minimum amount of investment in all current assets which is required at all times to carry out minimum level of business activities. Tandon Committee has reserved to this type of working capital as Core Current Assets. Variable working capital: The amount of working capital over permanent working capital is known as variable working capital. The amount of such working capital keeps on fluctuating form time to time on the business activities. It may again be subdivided into seasonal working capital and special working capital. Seasonal working capital is required to meet the seasonal demands of busy periods occurring at stated intervals on the other hand, special working capital is required to meet extraordinary need for contingencies. Even like strikes, fire unexpected competition; rising price tendencies or initiating a big advertisement campaign require such capital.

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Approaches for financing working capital: There are three approaches to financing the working capital: Matching approach Conservation approach Aggressive approach

Matching approach: The form cab adopts a financial plan, which matches the expected life of assets with the expected life of the source of funds raised t finance assets. The firm follows matching approach, long-term financing with is used to finance fixed assets and permanent current assets and short term financing temporary or variable current assets. However, it should be realized that exact matching is not possible because of the uncertainty about the expected lives of assets. The firms fixed assets and permanent currents assets are financed with long-term funds and as the level of these assets increases, the long term financing level also increases. The temporary or variable current assets are furnace with short-term funds and as their level increases, the level of shot-term financing also increases. Conservative Approach: A firm is practice may adopt a conservative approach in financing its current and fixed assets. The financing policy of the firm is said to be conservative when it depends more on long- term funds for financing needs. Under a conservation plan, the firm finances its permanent assets and also a part of temporary current assets with long term financing. In the periods when the firm has no need for temporary current assets, the idle long- term funds can be invested in the tradable securities to conserve liquidity. The conservative plan relies heavily on long term financing.

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Aggressive Approach: A firm may be aggressive in financing its assets. A firm follows aggressive policy when it uses more short term financing than warranted by the matching plan. Under an aggressive policy, the firm financing a part of its permanent current assets with shortterm financing. Some extremely aggressive firms may even finance a part of their fixed assets with short-term financing. Importance of Working Capital: A business firm must maintain an adequate level of working capital in order to run its business smoothly. It is worthy to note that both excessive and inadequate working capital positions are harmful. Out of two, inadequacy of working capital is more dangerous for a firm. Excessive working capital results in idle funds on which no profit is earned. Similarly insufficiency of working capital results in interruptions of production. This will lead to inefficiencies, increase in costs and reduction in profits. Working capital is just like the lifeblood of business. If it becomes weak, the business can hardly prosper and survive. No business can run successfully without an adequate amount of working capital. The following are the few advantages of adequate working capital in the business: Cash Discount: Adequate working capital enables a firm to avail cash discount facilities are offered to it by the suppliers. The amount of cash discount reduces the cost of purchase. Good will: Adequate working capital enables a firm to make prompt payment. Making prompt payment is a base to create and maintain goodwill.

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Ability to face crisis: The provision of adequate working capital facilitates to meet situations of crisis and emergencies. It enables a business to withstand periods of depression smoothly. Credit worthiness: It enables a firm to operate its business more efficiently because there is no delay in getting loans from banks and others on easy and favorable terms. Regular supply of raw materials: It permits the carrying of inventories at a level that would enable a business to serves satisfactory the needs of its customers. That is it ensures regular supply of raw materials and continuous production. Expansion of markets: A firm, which has adequate working capital, can create favorable market condition. That is purchasing its requirements in bulk when prices are lower and holding its inventories for higher. Profits are increased. Problems of working capital: It may not be able to take advantage of profitable business opportunities. Production facilities cannot be utilized fully. Short-term liabilities cannot be paid because of lack of working capital. It may fail to pay its dividend because of non- availability of funds. Its low liquidity may lead to low profitability. In the same way, low profitability results in low liquidity.

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Danger of excessive working capital: A firm may be tempted to over trade and lose heavily. Unable to extract benefits of customer credit. The situation may lead to unnecessary purchases and accumulation of inventories. This cause more chances of theft, waste, losses etc. There arises an imbalance between liquidity and profitability. Excessive working capital means funds are idle. The situation leads to greater production, which may not be having matching demand. The excess of working capital leads to carelessness about cost of production

Determinants of working capital: The need of working capital is not always the same it varies from year to year or even month-to month depending upon a number of factors. There is no set of rules or formulae to determine the working capital needs of the firm. Each factor has its own importance and the importance of the factors changes for a firm overtime. In order to determine the proper amount of working capital of concern, the following factors should be considered carefully. Nature of Business: The amount of working capital is basically related to the nature and volume of business in concerns where the cost of the raw materials to be used in the manufacturing of a product is very large in proportion to its total cost of manufacturing the requirement of working capital will be very large. Size of the Business Unit: The size of the business unit has an important impact on its working capital needs. Size may be measured in terms of scale of operation. A firm with larger scale of operation will need more working capital than a small firm.
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Seasonal variation: Seasonal industries require more working capital to stock the raw materials during the season. Time consumed in manufacturing: The average time taken in the process of manufacture is also an important factor in determining the amount of working capital. The longer the period of manufacturing the larger the inventory required. Turnover of circulating capital: Rapidly of turnover determines the amount of working capital. The faster the sales the larger the turnover hence less working capital. Need to stockpile raw material and finished goods: In industries where raw materials are bulky and best purchasable in large quantities such as cement or where labor stoppage is frequent large amount of working capital is required. Growth and expansion: Rowing concerns requires more working capital than those that are static. It is logical to expect larger amount of working capital in a growing concern to mean its growing needs of funds. Business cycle fluctuations: Working capital is required more during boom period and lesser in depression period.

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Terms of Purchase and Sale: Terms of purchase and sales affect the amount of working capital. The practice of cash purchases with credit sales requires more working capital. Pricing level changes: Rising price level requires more working capital to maintain the same levels of current assets. Inventory Turnover: With a better inventory control, a firm is able to reduce its working capital requirements. If the inventory turnover is high the working capital requirements will below. Sources of working capital: After determining the level of working capital on the basis of various determinants the next step is to consider how it will be financed. A large manufacturing concern may procure funds from various sources to meet its working capital requirements form time to time. For the convenience of study the sources of working capital may be classified under two heads. Sources of long term or regular working capital. Sources of short term or seasonal working capital.

Sources of long term working capital: The long-term working capital requirements can be met from the following sources.

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Issue of Shares: It is the safest way of procuring permanent and regular working capital with out any fixed charges. Issue of Debentures: Regular and long term working capital may be obtained at lower cost of trade on equity. Retained profits: Accumulated large profits are also considered to be a good source of long term working capital requirements. It is the best and finance. It creates no change in future profits. Sale of fixed assets: If there is any idle fixed assets in the firm can be sold out and the. be utilized for financing the working capital requirements. Term loans: Mid term and long-term loans for a period above 3 years provide import sources of working capital such term loans can be borrowed from the special financials institutions such as IDBI, IFCI, LIC etc. Sources of short term working capital: The sources of short term working capital may be classified in two. Internal sources External sources Internal Sources: Proceeds may a financing

the cheapest source of

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Under this category the sources of working capital are tapped from within the internal sources are depreciation funds, provision for taxation and accrued expenses. 1. Depreciation fund: Depreciation funds created out of profits provided they are invested in or represented by assets. 2. Provision for taxation: There remains a time lag between making the provision for and payment of taxation. A company may utilize such provision during the intermittent period temporarily. 3. Bank credit: The greater part of the working capital is supplied by commercial banks to their customers through direct advances in the shape of loans, cash credit or over draft and through discounting the credit, papers, e.g. bills-payable and promissory notes etc. 4. Customer credit: Advance may also be obtained form customers against the contracts entered into by the enterprise such advances are generally asked for, by the Companies manufacturing large plants and machinery involving longer time in completing the process of manufacturing e.g., Ship building industries. 5. Public deposit: Most of the companies in recent years depend on this source to meet their working capital requirements. Under the companies Act 1956 a company is authorized to raise funds equal to 25% paid up capital and free reserves by this source.

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Standards of working capital management: 1. There is no one single criteria for judging the efficient arrangement Capital. 2. Factors to be taken into account for organizing on efficient lines: 3. Ability to meet short term commitments in time, make payment of bills on due dates. 4. Ability to find adequate cash at the right time to present forecast levels of business. 5. Ability to maximize sales turnover with minimum possible cash. 6. Minimum possible Inventory Turnover - Turnover norms are fixed. 7. Whether reasonable credit is extended to customers as a sales and monitoring strategy. 8. Financing plans are prepared in anticipation of future need so that funds become available at the right time and at least cast. 9. Policies for credit to present and new customers are prepared and forecast of collections of receivables are whole along with forecast of sales. Ratios to measure the efficiency of working capital. 1. Current Ratio: = 2. Quick Ratio: = Sales to Cash: = Sales during a period / Average cash balance (Current assets Inventories)/ Current liabilities Current assets/ Current liabilities of Working

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Average collection period: Debtors divided by annual credit Sales and the resulting figure multiplied by 365. This ratio indicates how many days of credit are being obtained from the suppliers. Average payment period: Creditors divided by annual credit purchase and the resultant figure is multiplied by 365. This ratio indicates how many days of credit are being obtained from the suppliers. Inventory turnover ratio: = Sales / Average Inventory.

Working capital policy: Working capital management policies have a great effect on firms profitability, liquidity and its structural health. A finance manager should therefore, chalk out appropriate working capital policies in respect of each competent of working capital so as to ensure high profitability, proper liquidity and sound structural health of the organization. Objectives of Working Capital Management: The objectives of working capital management are two fold: Maintenance of working capital and Ability of ample funds at the time of need The basic goal of working capital management is to manage each of the funds current assets and current liabilities in such a way that an acceptable level of networking capital is always maintained in the business.

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Working Capital Forecast: There are number of methods to determine the working capital needs by determining the amount of current assets and current liability: The assessment of working capital requirement can be made on the basis of the current assets required for the business and the credit facilities available for the acquisition of such current assets from the current liabilities. 1. Cash forecasting method: In this method the position of cash at the end of the period is shown after considering the receipts and payments to be made during the Period. Its form assumes more or less a summary of cashbook. This shows the deficiency or surplus of cash as the definite point time. 2. The Balance sheet Method: The Balance sheet method of forecast is made up of the various assets and liabilities of the business. Afterwards, the difference between the two is taken which will indicate cash surplus or deficiency. 3. Profit and Loss adjustment method: Under this method the forecasted profits are adjusted after adding the cash inflows and deducting the cash outflows. The basic idea under this method is to adjust the estimated profit on cash basis. 4. Working Capital as a percentage of sales: Under this method the working capital is to be related to sales and calculated as a percentage of sales.

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Operating Cycle: Working Capital is required because of the time gap between the sales and their actual realization in cash. This time gap is technically terms as operating cycle of the business. In case of manufacturing company, the operating cycle is the length of time necessary to complete the following cycle of event. Conversion of cash into raw materials. Conversion of raw materials into work in progress Conversion of work in progress into finished goods. Conversion of finished goods into account receivables. Conversion of accounts receivable into cash This cycle is continuous phenomena. In case of Trading Firm the operating cycle will include the length of time required to: a. Cash into inventories b. Inventories into accounts receivables c. Accounts receivables into cash. In case of Financing Firm the operating cycle includes the length of time taken for 1 year. Conversion of cash debtors and Conversion of debtors into cash

Working Capital Ratio: It measures the efficiency of the employment of working capital. Generally higher the turnover, greater is the efficiency and larger the sale of profits. Working Capital turnover Ratio can be calculated with help of the following formula.

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Working Capital turnover Ratio =

Sales Net working capital

Components of Working Capital Management: Inventories constitute the most significant part of current assets of a large majority of companies in India. The term inventory refers to the stockpile of the product. The assets which firms store as inventory are: Inventories can be classified as three categories: Raw material: Inputs that are converted into finished products through manufacturing process. Work in progress: Semi finished products that require more work before they are ready for sale. Finished goods: Goods which are completely manufactured products /And /or ready for sale. Objectives: The objective of Inventory Management should be to determine and maintain the optimum level of inventory investment since both excessive and inadequate inventories are not desirable. The optimum level of inventory will lie between the two-danger points excessive and inadequate inventories. The optimum level of inventory should be determined on the basis of trade off between costs and benefits associated with the levels of inventory.

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Techniques: Many sophisticated mathematical techniques are available to handle inventory management problems. Here attention is given to the basic concepts relevant to the management and control of inventory and techniques for the major problems area that comprise the heart of inventory control. The aspects are: Determination of the type of control required. The basic economic order quantity. The re-order point. Safety stock As a matter of fact the inventory management techniques are a part of production management. But a familiarity with them is of great help to the financial manager in planning and budgeting inventory. Hence, forming an important part in current assets leading to working capital management. Cash Management: Cash is the most important factor in financial management. It is also the most important current asset for the operation of the business. Every activity in an enterprise and it cannot be raised as and when required. It is therefore, desirable that available cash must be management properly. Cash is the most liquid asset, is of vital importance to the daily operations of the business. While the proportion of corporate assets held in the form of cash is very small often in between 1% to 3%, it efficiency management is crucial to the solvency of the business. In view of its importance, it is generally referred to as the lifeblood of a business enterprise. Meaning of Cash: The term Cash is used in two senses. In a narrower sense it includes coins, currency note, cheques, bank drafts held by a firm with it and the demand deposits held
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by it in banks. In a broader sense it also includes near cash assets such as marketable securities and time deposits with bank. There are two main reasons for a firm to hold cash: 1. To meet the needs of day to day transactions, 2. To protect the firm against uncertainties characterizing its cash flows. Objectives: To meet the cash disbursement need as per the payment schedule i.e. the first basic objective of cash management is to meet the payments schedule. In other words the firm should have sufficient cash to meet the various requirements of the firm at different period of time. The second basic objective of cash management is to minimize the amount locked up as cash balances. In the process of minimizing the cash balances, the finance manager is confronted with two conflicting aspects. A higher cash balance ensures proper payment will all its advantages. But this will result in a large balance of cash remaining idle. A low level of cash balance may results in failure of the firm to meet the payment schedule. Cash management basic problems: The problems associated with the cash management are: 1. Controlling 0 level of cash: Level of cash can be fixed by taking into account the following a. Predictable discrepancies through the technique of cash budget b. Unpredictable discrepancies

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2. Controlling inflow of cash: It is necessary to check the fraudulent diversion of cash receipts and to collect the receipts speedily. Fraudulent diversion can be controlled by internal check system. Speedily collection of receipts may be arranged through. 3. Controlling outflow of cash: Controlling of outflow of cash is equally important. For this purpose, a centralized payment, avoidance of early payments, float and accruals should be taken recourse. 4. Investment of surplus cash: Investment of surplus cash available with the company depends upon the discretion of the executive of the company. Investment may be made on Temporary basis and on Permanent basis. In taking investment decisions. Following point are usually given weight age. Security Liquidity Yield Maturity

Advantages of ample cash funds: Firms having ample cash reserve may derive the following advantages: A shield for technical inefficiency Maintenance of good will Availing of cash discount Old bank relations Exploitation of business opportunities Encouragement to new investment
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Increase in efficiency Over coming abnormal financial situations Facts of Cash management:

The following are the four face of cash management 1. Cash Planning 2. Managing the cash flows 3. Optimum cash level 4. Investing surplus cash Receivable Management: Account receivables constitute a significance portion of the total current assets of the business. They are direct consequences of Trade credit. Which has become an essential marketing tool in modern business? Meaning of receivable: Receivables are asset accounts representing amounts owned to the firm as a result of sale of goods or services in the ordinary course of business. Meaning of receivables Management: It may be define, as the process of marking decision relating to the investments of fund on this aspect, which will result in maximizing the overall on the investment of the firm the problem of management of receivables is basically a problem of balancing profitability and liquidity. Soft credit terms are attraction for higher sales and hence longer the time a company allows its customers to pay, resulting in greater sales as higher profits.

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However, on the other hand the longer the period of credit, the greater the risk, greater the level of debt and greater the strain on the liquidity of the company. Cost of Receivables: The cost with respect to maintenance of receivable can be identified as follows: 1. Capital Cost: Maintenance of accounts receivable result in blocking of firms financial resources in them. This is because there is a lag between the sale of goods to customers and the payments by them. The firm therefore has to arrange for additional funds to meet its obligations such as payments employees, suppliers of raw materials etc. while waiting for payments from its customers. 2. Administrative cost: The firm has to incur additional administration costs for maintaining account receivable in the form of salaries to the staff kept for maintaining accounting records relating to customer, or conducting investigations regarding potential credit customers to determine their credit worthless. 3. Defaulting cost: Sometimes after making all serious efforts to collect money form defaulting customers the firm may not able to recover the over debts because of the inability of the customers. Such debts are treated as bad and have to be written off since they cannot be realized. Optimum size of receivables: The optimum investment in receivables will be a level where there is a trade off between costs and profitability. When the firm resorts to liberal credit policy, the profitability of the firm increases on account of higher sales.

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However, such a policy results in increased investment in receivables increases and thus the problem of liquidity is created on the other hand a stringent credit policy

reduces the profitability but increase the liquidity of The firm. Thus optimum credit policy occurs are a point where theyre Trade off between liquidity and profitability. Credit policy variables: The important dimensions of a firm credit policy are: Credit standards Credit period Cash discount Collection effort

Credit standards: It represents the basic criteria for extension of credit to customer. The firms credit standards are generally determined by the five Cs I. e., charter, capacity capital, collateral and conditions. Information about 5 Cs can be calculated both form internal as well as external sources. Internal sources include the firms previous experience with the customers supplemented by its own well-developed information system. External resources include customers reference, trade associates and credit rating organizations. Credit period: Extending the credit period stimulates sales but increase the cost on account for more tying up of funds in receivables. Similarly shortening the credit period reduces the profit on account of reduced sales, but also reduces cost of tying up of funds in receivables.

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Cash discount: A cash discount is a reduction in payment offered to customers to induce them to repay credit obligation within a specified period of time Collection procedure: A target collection procedure is expensive for the firm because of high out of pockets costs and loss of goods will of the firm among its customers. However, it minimizes the loss on account of bad debts as well as increase savings in terms of power capital costs on account of reduction in size of receivable. A balance has therefore to be struck the cost and benefit of different collection procedures or policies. System for receivable control: The management should consider the following four factors in keeping the level of investment in receivables within controllable limits. Deciding Acceptable Level of Risk: The first point is to decide to whom goods should be supplied bearing in mind the risk involved. It is therefore essential to assess the credit worthiness of the customers before advancing any credit to them. Terms of credit sales: The second steps in this regard into decide terms of credit sales and the level of cash discounts. Cash discount has important bearing on the cost of capital and on credit sales. Credit collection policy: The management should provide for bad debts to keep the losses minimum. Usually 5% to 7% of sundry debtors are provided for bad debt. A collection procedure should be established and action should be taken accordingly. The other steps should be
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to record the age of debt to facilitate the collection of debts. The age of debt is called as average collection period. The age of debt is computed by following methods. Payable Management: Management of accounts payable is as much important a management of accounts receivable of course, there is a basic difference between the approaches to be adopted by the Finance Manager in the two cases. Whereas the underlying objective in case of accounts receivable is to maximize the acceleration of collection process, the objective incase of accounts payable is to slow down the payments process as much as possible. But it should be noted that delay in payments of accounts payable may result in saving of some interests costs but it can prove very costly to the firm in the form of loss of credit in the market. The finance Manager has, therefore to ensure that the payments to the credits are made at the stipulated time period after obtaining the best credit term possible. Control of accounts payable: Computing the average age of payables can do this. This may be calculated by any of the following methods. 1. Months or days in the period/ Accounts payable turnover = Credit Purchases in the period/ Average accounts payable 2. Average accounts payable/ average month/ daily credit purchase. 3. Average account payable months/ days in the period/ purchases.

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2. COMPANY PROFILE
HISTORICAL BACKGROUND OF DELTA SUGARS LIMITED: Sree Hanuman Co-operative sugars Ltd., Hanuman Junction was registered on 30-09-1972 and the contribution started on 17-11-1972 by the chief Minister Sri Jalagam Vengala Rao. Sree Hanuman Co-operative Sugars Limited was established in 90 acres of land. The machinery was supplied and established by the Andhra Foundry and Machinery Company Ltd., Hyderabad. The installed capacity of the factory was crushing per day. As on March 1991, enrolled members in the society are 6,334. Hanuman Junction Co-operative Sugar Mills that was laid off in September 2001 and revived in November 2001 by Delta sugars Ltd. It is one example of the implications of revival of closed SLPEs through privatization for varied stakeholders of enterprise reform programme in Andhra Pradesh. Contrary to the fears of a section of the society about the moves of privatization of sugar factories, transformation of Hanuman Junction Co-operative Sugar Mills into Delta Sugars Ltd reveals a different reality. Perceptions of the workers, cane farmers and Sugar enterprises in the area demand attention to appreciate the nature of implications of privatization programme. Cross-section of the society in the sugarcane belt of Hanuman Junction Cooperative Sugar Mills views privatization with hope and expectations for a brighter future. However, there are issues that need to be resolved to address apprehensions and conflicts of the pre privatization tangle. A closer look at the ground realities makes one believe that post privatization scenario after another crushing season is likely to present a different picture more in favor of the transition as by then the pending issues of pre and post privation would be resolved meaningfully. Issues that require attention include payment of job severance compensation for the workforce that is not absorbed by the new management, capacity building of the surplus labor force, and resolution of the payment of long standing arrears to the farmers.

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In September 2001, the Government of Andhra Pradesh privatizes the sugar factory and running by the private management i.e., M/s Delta Sugars Limited, Hanumanjunction. The factory registered under Companies Act 1956. The present capacity of the plant is enhanced to 3000 MT per day. Crushing season: Generally the season starts from November to April of every year depending upon availability of raw material i.e., sugarcane. The main objective of the industry is to manufacture white crystal sugar from sugarcane through various manufacturing processes. In addition to the main product, we obtain the by-products such as molasses, bagasse and filter cake. Location: Sree Hanuman Co-operative Sugar Ltd is located in Seri Narasannapalem village, Bapulapadu Mandal, Krishna District, A.P., beside National High Way 5(GNTRoad) which is about 42 kms away from Vijayawada and 4 kms away from Hanuman Junction. The Head Office is on the factory site, the main railway station is Nuzvid, which is at a distance of 6 kms from the factory site, and the main railway station is Vijayawada. Lorries, bullock carts and tractors transport sugarcane and other materials. There are two major towns, Vijayawada at a distance of 42 kms and Eluru at a distance of 23 kms from the factory. Factory is connected to these two towns by railway as well as roadways. The factory has nearest marketing facility at Vijayawada which is one of the biggest centers in South India. It offers a wide market for sale of sugar and other byproducts. There are three sugar factories in the immediate neighbor. They include 1. KCP limited, Vuyyuru, which is at a distance of 40 KMS.

33

2. 3.

The West Godavari Co-op sugar, Bhimadole that is at a distance of 43 KMS. KCP Sugar Ltd, challapalli at a distance of 65 KMS. The main raw material of the sugar factory is sugarcane. The sugar production

area of the organization is very vast. There are 260 villages in the area of operation of the factory. The 260 villages are extended into 16 mandals. Size: The crushing capacity of the plant is initially 1250 tons per day. This plant is gravity flow type. The white mass will flow by gravity pumps and avoided as the crystal ligers are placed in the first floor along with the evaporator, pans in second floor. The present capacity of the plant has extended to 3000 MT tons per day. CANE PROCUREMENT PROGRAMME OF DELTA SUGARS IMITED: Delta sugar factory has 1,600 cane growing members. Though it has 1,600 members only about 100 are the active cane growers. Delta Sugars ltd commenced crushing during 1974-75 season. It has a new factory having the privilege to enjoy the benefit of the general central government incentive scheme given to the new sugar factories. It has to crush a minimum quality of 1, 62, 500 MTs. For optimum point but so far it has not crushed even 1, 00,000 Mts. It is due to mainly lack of raw material. The area is very compact which is radius of about 15 kms from factory. There are 150 villages in the area of operation of the factory from where it has enrolled the members. These villages are extended into 9 mandals. The total land holding of the members is about 6529 acres and the average holding of the members of each members work out to 4.8%. About 90% of the area hold by the members is quiet for cane cultivation. As per by law no.33, it is obligatory on the part of he member to supply cane @ 25 MTs. During each crushing season but due to lack of proper irrigation facilities, lack of remuneration price to cane, riots are not showing such interest to grow cane. So to make the cane cultivation economical, the company has to
34

provide good seeds. Material incentives for early maturing, high yielding and better varieties and to make cane cultivation viable to farmers. To achieve this object, developing seed nurseries and providing pesticides etc., to farmers is essential. Policies with respect to Cane Growers: Cane growers are the major link in the supply chain of sugar unit. Cane growers coexist with sugar unit and vice versa. The interest of the sugar unit and the cane growers are complementary to each other. The cost of sugarcane supplied by the cane growers constitutes nearly 80-85% of the total cost of producing sugar. Delta Sugars limited lays special emphasis on the cane development and welfare of farmers. Cane developmental efforts are directed towards improvement in the quantity and quality of sugarcane produced Efforts towards quantitative development: Prompt payment to farmers for sugarcane supplies. Field Education by field officers on cane varieties and plantation techniques through seminars, meetings, supply of pamphlets and coordinating meetings with experts from Cane Development Counsels and Drip Irrigation companies. Free and subsidized distribution of pesticides and fertilizers. Extending crop loans.

Efforts towards qualitative development: Operation of subsidy schemes to encourage the farmers to cultivate more area.

35

 Providing seeds, fertilizers and pesticides to the farmers so that their crop is not vulnerable to diseases etc., and improving the quantity. Conducting trial demonstration on plots for different methods and varieties. Cane procurement programme starts with the survey work of assessment of cane availabilities in the area of supply no the plantation is completed. Such programme comprises of actual measurement of the acre age sugarcane plantation and the date of plantation. In case of Raton, the date o harvesting has also to be recorded. A consolidated statement is prepared of this information for assessing period, the actual cane availabilities also to arrive at possible maturing period for finalizing the harvesting. Graphs and charts are prepared based on these dates for each section of cane supply area comprising the detailed information of all field and villages of the area. These dates are very helpful for guidance for harvesting programme. The factory staff will take the maturing test a few months earlier from the date of actual start of crushing. During the survey brides of the standing cane are observed on the spot by hand and refract meters. The result of such survey recording the brides of the juice are there brought to the laboratories where actual laboratory tests are done for expected sugar recovery. Such pre harvest maturity tests are continue till the period when the general maturity in the cane salt sets in and then maturity tests may not be necessary. Then the harvesting as to which cane could be harvested earlier when the factory starts is finalized. Early varieties: This variety matures earlier than other varieties. The early varieties plat will take 11 months for mature and will take from 10 and half month to 11 months. Some of the early varieties are 86 V96 Co 690 791V83
36

Co 671 85 A261 87 A298 81V48 93 V 297

Mid/Late varieties: Mid/late varieties take more time for maturing in the CAE of Raton these take at least 11 to 11 month and in plant case they take 12 months. Some varieties are Mid: Late: 89 V74 85 R186 88 A 184 7219 7805 7219 85V110 89032Co

Procurement Programme: A cane procurement programme start with the survey work of assessment of cane availabilities in the area of supply on the plantation is completed. Such programme comprise of actual measurement of the acre age sugarcane plantation and the date of plantation. In case of Raton, the date of harvesting has also to be recorded. A consolidated statement is prepared of this information for assessing period the actual cane availabilities also to arrive at possible maturing period for finalizing the harvesting
37

programme. Graphs and charts are prepared based on these dates for each section of cane supply area comprising the detailed information of all field and villages of the area. These dates are very helpful for guidance for harvesting programme. The factory staff undertaken prepares maturing test a few months earlier from the date of actual start of crushing. During the survey brides of the standing cane observed on the spot by hand refract meters. The result of such survey recording the brides of the juice are than brought the laboratories where actual laboratory test are done for expected sugar recovery. Such pre harvest maturity tests are continued till the period when the general maturity in the cane salt sets in and next maturity tests may not be necessary. Then the harvesting programmes as to which cane could be harvested earlier when the factory starts are finalized. The work of cane procurement programme has to be formulated for proper execution. The most harmful feature of the cane is less planning of the procurement programme or the over supply and accumulation of sugarcane in the factory yard. Sugar content in the cane decreases soon after the cane is harvested and the cane dries out due to assertive supply or delayed transportation that affects the sugar recovery drastically. To avoid this problem Delta Sugars ltd is fixing dates to harvest the cane to reduce the over supply of cane in some days. The factory is getting cane from 30 to 37 villages only. At present the farmers are cultivating cane mostly in upland area with the help of bore well irrigation. In some areas the farmers are not interested to grow cane because of lack of water during the yield. This resulting cane cultivation un-remunerative. To make the cane cultivation remunerative, provision of bore wells is essential to supplement the canal irrigation in the upland areas. Mainly in the factory zone of the Hanuman Junction, Bapulapadu mandal, the farmers are cultivating in nearly 6529 acres (1997-1998) and the supply of Raton is 38.839 MTs to the factory. It is the highest procurement and the next places are Pedavegi and Eluru mandal respectively.
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Reasons for short fall of cane and recovery for season: Irrigation source: Delta Sugars is private limited sector factory and the zone is spread over 16 mandals of Krishna District. Usually the sugarcane is being grown in upland area only. The entire sugarcane is affected by power cut since last 2 seasons. As, such every year, the sugarcane is being dried up to some extent and also the lack of continuous rains worse the cane quality. Late application of chemical fertilizers: In Delta Sugars Ltd, the cane growers are arising development of sugarcane every year from December to the march and with early and mid cane varieties. But due to power cut in the peak summer month, the bore wells are not properly functioning to lift the water and hence the farmers are being faced difficulties in applying chemical fertilizers to the sugarcane fields due to non-availability of required irrigation. Application of chemical fertilizers, nitrogen in heavy dose: In spite of several instructions and directions given by Delta Sugars Ltd agricultural staff and other scientists, the growers are habituated in applying nitrogen with heavy dose to their cane fields. Salinity: On analysis, it is observed that about 50% of bore well tater is highly salinated and low sodium water.

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Cane Development Expenditure: The factory is providing crop loans through the commercialized banks on tie up arrangement at 3,000 per acre and the factory is providing many facilities. Organization and Management The organization has five departments. The Departmental Heads are accountable to managing director who co-ordinate all the activities of the departments. He is accountable to chairman and board of directors. The departments of organization are as follows 1. Administrative Department 2. Accounts Department 3. Engineering Department 4. Agriculture Department 5. Manufacturing Department 6. Mechanical Department 7. Civil Department 1. Administrative Department: The Administrative Officer is the Head of this Department. He is responsible to the Managing Director for his department activities. The Duties of the departments are as follows

40

i) ii) iii) iv) v)

Purchasing Inventory control Sales of sugar and molasses Personal activities Security and other general matters

The administrative Officer directs, motivates the subordinates and controlling the above activities. The following personnel assist administrative officer: Office manager Purchase Manager Store Keeper Sugar Godown In-charge Security Officer

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ORGANIZATIONAL STRUCTURE

CHAIRMAN

BOARD OF DIRECTORS

MANAGER

ADMINISTRATIVE

ACCOUNTS MANAGER

CHIEF AGRICULTUR AL OFFICER

OFFICE MANAGER

GENERAL ACCOUNTAN T

CHIEF AGRICULTURAL OFFICER

PURCHASE MANAGER

CANE ACCOUNTANT

ASST.AGRICUL TURAL OFFICER

STORE KEEPER

STORE

FIELD MEN

ACCOUNTANT

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2) Accounts Department: Chief Accounts officer is the lead of this department. He is responsible to the Managing Director for the maintenance of the accounts of all divisions of the company and his duty involved in preparation of balance sheets and correspondence with the investors, merchants, banks and financial institutions. This department maintains 3 account ledgers such as cane Accounts Store Accounts General Accounts

The following personnel assist Chief Accounts officer 1. General Accountant 2. Cane Accountant 3. Store Accountant 4. 3) Agricultural Department: Chief Agricultural Officer is the head of this department. The main function of this department is the procurement and development of sugarcane. Chief Agricultural officer estimates the sugarcane supply of each season. These estimates are useful to the organization for preparing the budgets. The following personnel assist Chief Agricultural officer: Deputy Chief Agricultural Officer Assistant Agricultural Officer
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4) Engineering Department: Chief Engineer is the head of this Department. He formulates the techniques of cutting and crushing sugarcane suiting top the machinery and equipment. He makes the recommendations regarding planning of engineering section, such as rehabilitation, modernization. He has to supervise, plan schedule maintenance work with the assistance of shift engineers. The plant and machinery of the factory are under his control. The following personnel assist the Chief Engineer: Assistant Engineer Assistant Engineer Workshop Civil Engineer/Electrical Engineer Supervisor (Civil Engineering) Manufacturing Department: The actual sugar production starts from the manufacturing department. The manufacturing department is to see the good quality of the sugar production. Chief chemist is the head of this department, responsible for the overall operation of sugar manufacturing of the factory from juice to final sagging sugar. He has to constantly endeavor to minimize sugar losses and process and has to institute revise and check chemical control methods. The following personnel assist the Chief Chemist: Deputy Chief Chemist Manufacturing Chemist Lab and Bench Chemist

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The Board has unfettered and completes access to any information with in the company and to any employee to the company. At meeting of the Board, it welcomes the presence of managers who can provide additional insights into the items being discussed. The information regularly supplied to the board includes; 1. 2. Annual operating plans and budgets, capital budgets update. Quarterly results of the company and its operating divisions in comparison withe budgets. 3. Minutes of the meeting of the board, Audit committees as well as the abstracts of the Circular Resolutions passed. 4. 5. General notices of interests of Directors. Materially important litigations, show cause notices, demands, prosecution and penalty notices. 6. Fatal or serious accidents or dangerous occurrences any material effluent or pollution problems. 7. Any material default in financial obligations to any by the company or substantially non-payment for goods sol by the company. 8. 9. Significant labor problems and proposed solutions. Sale, lease, transfer of material nature of investments, subsidiaries, assets, which is not in the normal course of business. 10. 11. Progress on the committed business plan of the company unit-wise. Quarterly appraisal on the implementation of the code of corporate governance.

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There are no material significant related party transactions, pecuniary transactions or relationships between Delta Sugars and its directors management, subsidiary or relatives except for those disclosed in the financial statements. Environment and pollution control: The company continues to pursue its environmental friendly approach towards industrial growth. The company enjoys good safety record. Constant improvements are being made in the process and equipments, to minimize the discharge of effluents and emissions. Further the Company has established the effluent treatment plant to bring down the pollution levels to zero. Manufacturing Process: Bull cocks, trucks, wagons or tractor bring the sugarcane. The cane cutting equipment called levelers, which are also basically cutters all having knifes fitted on revolving shafts engines. These cutters as they rotate cut the sugarcane in small pieces as it moves towards the curser rollers. The first set of roller to which cane is first delivered by cane carrier consists of 2 or 3 wheelers. Ion a three- roller mill, three heavy iron rolls arranged in Pyramid formation, two below and one above so that the crushed cane mass passed through a set of rolls. It receives double pressing first as it passes upwards. The top roll with the second of the lower rolls facilities the conveyance of the crushed cane mass. This is called as trash plate. The crushed cane arriving to the mill rollers is scraped by scrapers, which have also curved iron plates grooved to suit roller grooves. Each one of the mills is so placed that the crushed cane will rapidly pass through each mill in succession and each mill yield desired juices and at the last mill the extraction is considered to be completed.

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In order to achieve complete extraction, water and juice are sprinkled on crushed cane called bagasse as it emerges from the mill except the last mill. This process of adding water or juice is called Maceration or Ambition. The crushed cane is delivered from one mill to another through endless belts called enter carrier. The action of maceration is to often the cane mass fibers and dilute and remaining juice and make it possible to extract last possible drops available drops. A Tandem may consists of three consists of three to seven mills. The residue of the crushed sugarcane emerges from the last mill called bagasse is conveyed by further endless belts called bagasse elevator and bagasse carrier to the boilers where there are steam generation takes some times. The loss of sugar juice may either be due to mechanical or chemical cause. The juice is there after weighed and analysis of sugar available is ascertained in the laboratory. The juice is now a dark opaque water fluid containing sucrose between 10.15 to 11.05 and rest water. The total percentage of solids contained in the juice including the sucrose and other impurity is termed as Bricks and the ratio of sucrose to bricks are termed as purity. Clarification: Mill house juices after being at rained is pumped to weighting tanks or measuring juice tanks then it is pumped through a juice heater to sulphitation tanks or carbonation tanks. In the first juice heater, juice is heated to 60C either by steam or heaters of second body or first body of evaporator some time solutions added weighted juice tanks. Actions of acids do clarification of juice and heat. Whatever the process whether sulphitation or carbonation the object is to separate non-sugars, waxes, gums etc. which are contained in raw juice. The carbon dioxide is prepared by burning limestone in limekiln and sulphur dioxide by burning sulphur in sulphur burners. The gases are taken to clarification vessel calves carbonation tanks. In the classifier the clarified clearly juice is taken out

47

and impurities in a form of slumming or mud is passed on to filters which on be of plate and frame type or a factory vacuum type called olive or emco filters. In plate and frame type filters, the juice from mud is filtered through filter cloth. The juice without impurities is taken for evaporation. The object of initial evaporating process is not to all the water in the clarified juice but only to concentrate the consistency of thick syrup. The modern method of affecting an apparatus in which scientific knowledge and mechanical ingenuity have been effectively blended. Its invention rested upon the knowledge that the boiling point of water bears mathematical relations to atmosphere higher than on mountains where the atmospheric pressure is less and consecutively sugar liquor will boil the vacuum at lower temperature than at atmospheric pressure. Obviously, lower temperature than and adopts therefore less fuel will be needed for the evaporation. When the first has been charged with clarified juice, a light vacuum is created in it and steam is run into heating pipes with which it is lined and contained sugar will boil at the temperature determined by the degree of vacuum with in the body. The steam that rises in this body from the boiling sugar liquors passes into the heating pipes of the second vessel and at the proper time the steaming liquor itself is released and flows into the body of the second vessel in which a sufficient higher vacuum is maintained to present a boiling point of first vessel. Thus, the steam that was evaporated in the first vessel and passed into the heating tubes of the second vessel, hot liquor itself as it passed from first to second combined to continue the boiling in the second vessel without introducing any other heat. This process is repeated from one vessel to another, every succeeding vessel being under higher vacuum than the predecessor and therefore offering a lower boiling with the result that the entire multiple affect of evaporation is completed without supplying fresh heat at any point except in the first vessel. More than half of water contained in the clarified juice will evaporate by this process. The evaporated liquid has it leaves the body now becomes thick syrup containing only 30% to 40 % water as against 85% present.
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Crystallization: From the multiple effects evaporator, the syrup is conveyed to the vacuum pans1 where crystallization is to be effected. The vacuum pan resembles to evaporator body in construction, except that the size of brass tube is larger in diameter of 4 inches or so and shorter in length. Each pan is connected with a powerful vacuum, to avoid discoloration due to higher temperature of boiling. The boiling point of the syrup. , is at 120 to 140 degrees foreign heat depending on the vacuum in the plan. In the pans small body crystals are created out the syrup and later developed to bigger grams by feeding syrup or molasses as the case may be. To enable the sugar pan boiler to watch the growing crystals with in the vacuum pan, glass windows are fitted and also the proof stick from which samples can draw from time to time. As the syrup is drawn into the pan, the crystals grown in size and the contents continue to boil and fill the pan finally when crystals have attained the desired size. Separation of crystals: From crystals the masscult is followed mixer called pug mill stationed above the centrifugal machines from where it flows to other machines. A sugar centrifugal machine consists of a basket of perforated metal suspended with in a like iron jacket called housing. The masscult is charged in the basket and is spun at high speed where by the masscult is thrown against the liners and the molasses is forced out through the perforations and into the jacked and all the crystals cling to the inner liners where they form well form well like thick coat of sugar and it is dropped on the underlying pans. Then it is sent to elevators and then to graders, here the grade is classified for different grains and bugged after weighing for sale or storage in godowns.

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Financial Management: Financial management is that managerial activity which is concerned with the planning and controlling of the firms financial resources. Three most important activities of a business firm are: finance, production and marketing. The firm secures capital it needs and employs it in activities, which generate returns on invested capital. A business firm thus is an entity that engages in activities to perform the functions of finance, production and marketing. A firm requires a number of real assets to carry on its business. Real assets can be tangible or intangible. The firm sells financial assets or securities, such as shares and bonds, to investors in capital markets to raise necessary funds. Financial assets also include obligations and borrowing from applied to assets by the firm are called capital expenditures or investments. There are two types of funds that a firm can raise: equity funds and borrowed funds. Firm has to sell shares to acquire equity funds. Shares represent ownership rights of their holders. Shareholders invest their money in the shares of a company in the expectation of a return on their invested capital. The return on the shareholders capital consists of dividend and capital gain. The three important managerial finance functions are: investment decision, financing decision and dividend decision. These financial directly concern the firms decision to acquire or dispose of assets and require the commitment of funds on a continuous basis. It is in this context that finance functions are said to influence the production, marketing and other functions of the firm. This consequence will affect the size, growth and profitability and risk of the firm and ultimately the value of the firm. Business Overview During the year under review, the Management had taken steps to replace the existing machinery in the sugar units as a part of modernizing the existing plant and
50

machinery. In this connection the company has incurred capital expenditure amounting Rs.3.36 crores. During the year under review, the management had taken steps to modernize the existing unit to adhere to the changing technological changes with the internal generation of funds. Implementing various productivity improvement programmes for sugarcane cultivation. Extending various inputs to the farmers for purchase of fertilizers, seeds and other necessary materials and also extended load facilities to farmers to establish drip irrigation. Adopting of different extension methods to inculcate cane cultivation among small farmers. Policies with respect to Employees The Indian Sugar Industry has so far treated the human resource as an adjunct to industrial relation and workers welfare matrix. On the contrary, Delta Sugars limited has focused on the development of human resources and pooling of intellectual capital to attain increased productivity and maximize profitability. Allocation of limited human resources has been carefully planned to meet the needs of new dynamics of management and minimize cost of production. The management cadre at delta sugars Limited consists of a few but rich experienced personnel in their fields. The employees of Delta Sugars Limited are a working group team of selfmotivated and motivating individuals. They carryout their respective jobs with a vision and missionary zeal. The employees perceive the goals of the company as their personal goals and spare no efforts in accomplishing the tasks assigned to them. Sugar Industry being a seasonal industry has different staff strength during season and off-season Delta Sugars limited is one of a sugar unit in India, which is not over-staffed in spite of political pressures and other constraints.

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1.

Training programmes and Management development programmes are conducted to educate the employees and to enable them to discharge their duties with panache and aplomb. 2. 3. Shop floor training is imparted to workers to hone their skill. Work shops are conducted for the benefit of employees to educate them on preventive maintenance. Services of experts are summoned to help and educate toe workers. 4. Employees are continuously guided about industrial safety and safe industrial practice. 5. The employees are encouraged to participate in suggestion scheme is in operation, which enable the employees too frankly and fearlessly put-forth their suggestions for overall improvement of the performance. 6. The strengths and weaknesses of each employee are critically evaluated to ensure that the right peg is in right hole. Career planning and job enrichment of each employee is an ongoing activity in Delta sugars Limited. Facilities to the Employees The Delta Sugars Limited has evolved its own employees policy, briefly described as under to its workers and staff to obtain the qualitative performance in an un-interrupted way; 1. 2. Issuance of the festival advances to workers to meet their expenditure. Creating the provisions for Leave Encashment and gratuity to the entire employees.

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3. 4.

Providing uniform to create an identity of the Company employees. Supplying safety shoes in adherence to the safety norms and to create a safety environment for the employees.

5.

Issuance of timely increments to the workers. The company believes that the quality of its employees is the key to its success

in the long run and is committed to provide necessary Human Resource development and training opportunities to equip them with skill, enables them to adapt to contemporary technological advancements. None of the employees was in receipt of remuneration during the year under review, in excess of the limits prescribed under Section 217(2A) of the Companies Act, 1956 and as amended and therefore the particular required to be furnished under Companies Rules, 1975, are nil. Presently Delta Sugars Limited has 400 employees and they are categorized into four types. They are Permanent Employees, Seasonal Employees, Consolidate salaried Employees, Daily wage workers. Among these Permanent employees are 100, Seasonal employees are 130, Consolidate salaried employees are 70 and daily wage workers are 100. The total incurred amount for the employees in respect of salaries and allowances is rs.220.9 lakhs during the year 2005-06. Both permanent and seasonal employees got 12%

53

provident fund from their salary and 12% from management. Every year company gives 8.33% salary as bonus. The employees were provided with earned, casual, special loaves. Every employee works 8 hours in the company according to their allotted shifts.

Employment exchange is the major source of recruitment to the Delta Sugars Ltd personnel department deals with this the recruitment will takes places through various steps such as selection, interviews and appointments. Retirement benefits are accounted on accrual basis and companys liability towards the gratuity if an employee is covered by a gratuity policy with LIC. Leave encashment benefits are not available and hence no provision is made to this effect.

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3. RESEARCH METHODOLOGY
3.1 OBJECTIVES OF THE STUDY PRIMARY OBJECTIVES The main objective of the study is to know the WORKING CAPITAL MANAGEMENT of the company. SECONDARY OBJECTIVES 1. To study the purchasing mechanism of the firm.. 2. To know profitability position of the firm. 3. To know the working capital sources of the firm. 4. To know the liquidity position of the firm. 3.2 METHODOLOGY This information is gathered from 1. Primary sources. 2. Secondary sources. Primary sources; 1. Direct interview with the accounts managers 2. Through various questions to staff.

55

Secondary sources; 1. 2. 3. 4. 5. Annual reports of the company various reports submitted to financial institutions databases stores in the computers journals on the accounts offices Magazines.

ANALYTICAL TOOLS USED Profitability Ratios Coverage Ratios Turnover Ratios Financial Ratios

3.3 LIMITATIONS Time is a constraint as the project is only for 8 weeks. I have to limit myself to Delta Sugars for my study as the information regarding the industry as a whole or any other company was difficult to compare in the time. There is confidentiality in the information obtained.

56

Busy schedule of the managers left little time to gather more information. Balance sheets were provided by the company is only for 3 years.

3.4 NEED FOR THE STUDY: Working capital management is an important tool of financial management. It helps to provide more information regarding financial operations. It deals with the management of all short term current assets and short term liabilities. It helps to know about the day to day liquidity expenses of the company, and day to day operations of the company. All techniques will surrounds around the working capital management technique. It places an important role in financial management. Comparative all others techniques under financial management it provides more information regarding the firm. SCOPE OF THE STUDY: My area of the study is limited to Delta Sugars Limited, the financial analysis and trends are all made within the scope of the company. And the data provided by the company is limited. That is 2007-2009 three years balance sheets. The managers and guide in the organization some times were not responded to my doubts

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4. DATA COLLECTION 4.1COLLECTED DATA:

BLANCE SHEETS OF THREE YEARS Particulars Shareholder s funds Reserves & 21,312,525.72 Surplus Loan Funds Secured loans Unsecured loans Fixed Assets Buildings Plant 35,214,588.99 & 6,212,253.53 40,486,110.57 149,876,52.04 48,789,824.51 127,700,133.67 Land 16,254,6350.55 21,743,575. 21,743,575 10,451,154.76 66,215,944.38 64,945,109.38 11,125,239.72 609,835,096.93 544,161,338.91 65,739,178.64 67,925,348.66 Capital 2007 30,00,000.00 2008 60,00,000.00 2009 600.000,000.00

Machinery Weigh Machines Office equipment Furniture 08.081,24216 70,109.81 209,923.16 1,246,321.16 121,431.48 114,809.98 1,254,365.25 1,124,607.35 1,181,290.95

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&fixtures Vehicles Bore wells Communica tion equipment Computers Two wheeler Excavation machinery Sugar godown Air conditioners ETP High efficiency boller Current Assets Sundry Debtors Cash&Bank 125,325,012.33 154,509,188.48 47,160,494.60 56,365,365.32 58,448,632.85 60,898,955.88 Inventories 132,2549.36 355,696,726.32 477,752,075.35 156,358,698.21 5,658,478.25 172,692.83 7,490,364.51 1,563,069.28 6,491,618.98 1,254,369.56 1,798,400.55 159,825.22 12,658,356.36 11,984,945.65 11,776,86.20 98,365,.56 101,330.50 140,638.83 698,478.10 836,672.95 753,286.88 5,247,589.05 354,256,447.32 4,909,097.51 555,330.60 4,342,870.15 518,209.51

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balances Other current assets Loans advances Current liabilities&p rovisons Provisions Working capital 98,124,356.09 132,092,365..51 190,299,738.77 231,136,405 189,318,589.11 198,054,236.21 Current liabilities 106,174,241.85 173,173,738.77 188,383,589.11 & 55,321,3654.86 48,586,501.89 7,308,317.32 4,247,369.95 3,185,134.97 15,718,742.90

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PROFIT AND LOSS ACCOUNT OF THREE YEARS

Particulars Income Sales Other Income Increase goods Expenditure Raw Materials Manufacturing expenses Repairs& maintenance Salaries,wages Taxes & Duties Administrative, selling exps Gross Operating Profit

2007

2008

2009

375,325,410.92 525,510,043.89 521,010,243.78 1,529,250.64 in 55,129,450.47 1,171,481.16 66,967,337.27 12,589,425.33 122,803,144.82

312,131,127.58 356,358,811.99 347,921,243.55 59,944,252.33 73,822,412.67 119,598,151.59

7,211,366,.54

9,599,842.75

4,370,793.26

32,114,228.64 25,665,584.11 22,210,222.94

32,216,338.29 28,907,856.00 23,050,320.26

31,225,921.60 34,996,422.00 15,545,739.38

69,693,288.36 39,728,538.66

102,744,488.55 66,632,805.27

Interest,financial 35,443,254.45 charges Profit Before Depreciation 26,665,251.21

29,964,749.70

36,111,683.28

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Depreciation Profit before Taxation Provisions Current tax Deferred tax Fringe tax Profit for the year Dividend on Red.Cum.Pref. Shares Dividend tax on the above

23,555,644.21 3,335,698.35 3,221,100.00 586,552.22

27,305,985.42 2,658,764.28 2,020,000.00 736,447.00 235,000.00

31,328,522.27 4,783,161.01 745,000.00 1,477,997.00 190,000.00

benefit 321,501.54

9,254,365.32

1,140,211.20

2,370,164.01

Net profit carried to Balance 52,658,789.35 Sheet

65,739,178.64

67,925,348.66

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4.2 DATA CALCULATIONS

CHANGES IN WORKING CAPITAL OF 2007 AND 2008 YEARS Particulars Current Assets Inventories Sundry Debtors Cash&Bank balances Other current assets Loans & advances Current liabilities Provisions Net profit 2,953,164.83 53,386,481.63 159,153,568.61 193,299,137.54 3,185,134.97 48,586,501.89 173,173,738.77 190,299,738.77 4,127,818,4 107,348,694 4,127,818,4 15,20,985,1 98,1149 281,263,523.13 468,342,114.13 183,437,086.23 355,696,726.32 58,448,632.85 154,509,188.48 74,433,203 409,893,482 28,927,898 2007 2008 Increase Decrease

Working capital

637,529,663

637,529,663

105,224,365

105,224,365

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CHANGES IN WOKING CAPITAL OF 2008 AND2009

Particulars Current Assets Inventories Sundry Debtors Cash&Bank balances Other assets Loans advances Current liabilities Provisions Net profit

2008

2009

Increase

Decrease

355,696,726.32 58,448,632.85 154,509,188.48

477,752,075.35 60,898,955.88 47,160,494.60 107,348,694

122,055,349 2450,323

current 3,185,134.97

15,718,742.90

125,33,608

& 48,586,501.89

7,308,317.32

4,127,818,4

173,173,738.77

188,383,589.11

15,20,985,1

190,299,738.77

189,318,589.11

98,1149 25,81,63,00

Working capital 231,136,405

231,136,405

163,836,729

163,836,729

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STATEMENT SHOWING CHANGES IN WOKING CAPITAL OF 2007 AND2009

Particulars Current Assets Inventories Sundry Debtors Cash&Bank balances Other assets Loans advances Current liabilities Provisions Net profit Working capital

2007

2009

Increase

Decrease

281,263,523.13 468,342,114.13 183,437,086.23

477,752,075.35 60,898,955.88 47,160,494.60 107,348,694

122,055,349 2450,323

current 2,953,164.83

15,718,742.90

125,33,608

& 53,386,481.63

7,308,317.32

4,127,818,4

159,153,568.61

188,383,589.11

15,20,985,1

193,299,137.54

189,318,589.11

98,1149 25,81,63,00

637,529,663

163,836,729

163,836,729

Findings: The company working capital is not good because the working capital was decreasing from the year 2008 (256952705) to 2009 (231,136,405). So, it is not good sign to the company.
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Problem Identification; Outstanding expenses are increasing Reason:Sales are less compare to last year because of non availability of sugar cane in time. So the payments are not made in time. Solution:-1 The company should increase more number of suppliers. Advantage:If the suppliers are increased they will promote raw material availability. Disadvantage:If the company have more number of suppliers it will Increase the advances, amount to be paid to them. Solution:-2 The company should go for bank loans purchase some field and cultivate sugar cane. Advantages:You need not rely on outsiders for sugar cane supply then we can increase sales. Disadvantages:This is risky compare to purchase from suppliers

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4.2 RATIO ANALYSIS

GROSS PROFIT RATIO: This ratio establishes relationship between gross profit and sales to measure the relative operating efficiency of the corporation and to reflect its pricing policies. it is computed by dividing sales into sales minus cost of goods sold. It can be calculated on the basis of this formula GROSS PROFIT RATIO= Gross profit ----------------Net sales * 100

YEAR 2007 2008 2009

GROSS PROFIT 10,51,534.65 11,40,211.28 23,70,164.01

SALES 554,544,302.47 525,510,043.89 521,010,243.78

RATIO 0.018 0.201 0.454

FINDINGS: The gross profit ratio of the firm is increasing from the year 2007(0.018) to 2009(0.454.

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NET PROFIT RATIO It is also called as net profit margin, is calculated by dividing net income by net sales. This ratio provides considerable insight into the overall efficiency if the business. a higher ratio is an indication of efficient use of total resources. a low ratio on the contrary would mean poor financial planning and low efficiency. this ratio is based on the following formula. Net profit NET PROFIT RATIO = ------------- * 100 Net sales

YEAR 2007 2008 2009

NET PROFIT 64,541,255.99 65,739,178.65 67,925,348.66

SALES 552,143,602.47 525,510,043.87 521,010,243.78

RATIO 11.74 12.50 13.03

FINDINGS: The NET PROFIT RATIO 2007(11.74) to 2009(13.03)

ratio of the firm is increasing from the year

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FIXED ASSETS TURNOVER RATIO Fixed assets are used in the business for produced goods to be sold. The effective utilization of fixed assets will results in increased production and reduces cost. It also ensures whether investment in the assets have been judicious or not. The following formula is used for measurement of the ratio.

Fixed assets turnover ratio =

Sales or cost of sales --------------------------Fixed assets

YEAR 2007 2008 2009

SALES 63,112,541.05 65,739,178.64 67,925,348.66

FIXED ASSETS 55,564,544.60 58,448,632.85 60,898,955.88

RATIO 1.22 1.55 1.59

FINDINGS: The Fixed assets turnover ratio of the firm is increasing from the year 2007(1.22) to 2009(1.59)

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WORKING CAPITAL TURNOVER RATIO The working capital turnover ratio measures the relationship between working capital and sales. The ratio shows the number of times the working capital results in the sales. Working capital as usual is the excess of current assets over the current liabilities. The following formula is used to measure this ratio. WORKING CAPITAL TURNOVER RATIO= Sales or cost of sales --------------------------Working capital

YEAR 2007 2008 2009

SALES 551,254,312.24 525,510,043.89 521,010,243.78

WORKING CAPITAL 623,112,254.14 620,426,181.54 668,838,583.65

RATIO 1.47 1.80 3.17

FINDINGS: The WORKING CAPITAL TURNOVER ratio of the firm is increasing from the year 2007(1.47) to 2009(3.17)

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DEBT TURNOVER RATIO The Debtors turnover ratio is also known as receivable turnover ratio. It establishes relationship between sales and average debtors. This debtors turnover ratio is indicating that how quickly the receivables are collected. It shows the relationship between credit sales and average debtors. This ratio is calculated on the basis of the following formula. Debtors turnover ratio = Credit sales \ Average debtors

YEAR

SALES

OUT DEBITS

STANDING

RATIO

2007 2008 2009

558,256,225.12 521,010,243.78 525,510,043.89

634,587,214.25 58,448,632.85 60,898,955.85

11.74 8.91 7.85

FINDINGS: The Debtors turnover ratio of the firm is increasing from the year 2007(11.74) to 2009(7085)

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DEBT EQUITY RATIO The debt equity ratio measures the contribution of the shareholders or owners to the long team finances of the company as compared to contribution of its long term creditors. Debt represents borrowing on the long term or in other words the term liability of the company. Equity represents the equity share capital and reserves and irredeemable preference shares capitals and preference share capital not resemble within a period of 12yrs from thedateof the balance sheet.

Debt Equity ratio = Long term liabilities\ Equity or net worth

YEAR

TOTAL DEBTORS

SHAREHOLDER FUNDS 114,556,214.35 127,925,348.66 125,739,178.64

RATIO

2007 2008 2009

58,548,225.35 60,898,955.88 58,448,832.85

1.37 1.47 3.46

FINDINGS: The Debt Equity ratio of the firm is increasing from the year 2007(1.37) to 2009(3.46)

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STOCK TURNOVER RATIO The stock turnover ratio or inventory turnover ratio measures how many times on an average sock is sold during the year. Promptness of sale indicates better performance of the business.Lower inventory turnover ratio shows that stock is block and not immediately sold. It shows the poor performance of the business. And inefficiency of the management. The ratio measures the effectiveness of the stock policy of the management. Stock Turnover Ratio = Cost of goods sold\ Average Stock

There is no ideal ratio for the stock turnover ratio but higher the ratio is a positive sign to the organization. Here in this ratio we see that it is increasing. The stock turnover ratio of delta sugars ltd is increasing. Here this ration is increasing because of sales increasing. The stock turnover ratio of delta sugars ltd of the three years like 2007, 2008, 2009 is 3.56, 2.64 and 3.12. The stock turnover ratio is increasing basing on this ratio we say that the delta sugars ltd is in good sign. But the increasing stock turnover ratio is very less so it is better to increase cost of goods sold.

YEAR

SALES

CLOSING STOCK

RATIO

2007 2008 2009

558,256,225.12 521,010,243.78 525,510,043.89

457,332,635.32 421,653,737 329,202,178.23

3.56 2.64 3.12

FINDINGS: The Stock Turnover ratio of the firm is increasing from the year 2007(3.56) to 2009(3.12).

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CURRENT RATIO The current ratio can be calculated on the basis of the formula: Current assets Current ratio = ---------------------Current liabilities The ratio most commonly used to appraise the debt exposure represented on the balance sheet is the current ratio. This relationship of current assets to current liabilities is an attempt to show the safety of current debt holders claims in case of default.Presumably, the larger this ratio, the better the position of debt holders. From the lenders point of view, a higher ratio would certainly appear to provide a cushion against drastic losses of value in case of business failure.. It could indicate idle cash balances, inventory levels that have become excessive when compared to current needs, and poor credit management that resulted in over extended accounts receivable.

YEAR

CURRENT ASSETS

CURRENT LIABILITIES

RATIO

2007 2008 2009

418,873,412.19 355,696,726.32 477,752,075.35

369,173,702.20 2.13 173,173,738.77 1.55 188,383,583.11 2.56

FINDINGS: The

Current ratio of the firm is increasing from the year 2007(2.13) to

2009(2.56) so, it is good position to the company

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5. DATA ANALYSIS
GROSS PROFIT RATIO:

0.5 0.45 0.4 0.35 0.3 0.25 0.2 0.15 0.104 0.1 0.05 0 2007

0.454

0.201

2008

2009

Interpretation: The gross profit ratio of the firm is increasing from the year 2007(0.104) to 2009(0.454) so this is good sign to the firm. But the increment is low.

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NET PROFIT RATIO

13.5 13 12.5 12.5 11.74 12 11.5 11 2007 2008

13.03

2007 2008 2009

2009

Interpretation:

The net profit of the firm is increasing from the year 2007(11.74) to 2009(13.03). so, the firm is in good position.

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FIXED ASSETS TURNOVER RATIO

2007 2008 2009

2007 1.22

2008 1.55

2009

1.59

Interpretation:

There is no ideal ratio for fixed assets turnover ratio. But lower the ratio is a positive sign to the company. The above data express the fixed assets ratio of the company delta sugars ltd is increasing. In the year 2007, 2008and2009 the fixed asserts turnover ratio is 1.22, 1.55, and1.59.here in the year 2009 have more ratio than other.

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WORKING CAPITAL TURNOVER RATIO

3.5 3 2.5 2 1.5 1 0.5 0 2007 2008 1.47 1.8

3.17

2007 2008 2009

2009

Interpretation: This ratio indicates that how the firm utilize its funds. The higher ratio is sufficient for the firm to say the firm position & good. The above table working capital turnover ratio is having a good position by comparing the three years the ratio is in the year 2007 is 1.47, in the year 2008 the ratio is 1.80 and in the year 2009 the ratio is 3.17. Here the ratio is increasing and the year 2009 is having higher ratio. The performance of the delta sugars ltd is good with regard to its working capital turnover ratio.

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DEBT TURNOVER RATIO

12 11.74 10 8 2007 6 2008 4 2 0 2007 2008 2009 2009 8.91 7.85

Interpretation:

There is no specific ideal ratio to the debtors turnover ratio. But higher the ratio is a positive sign to the organization. The debtors turnover ratio of the delta sugars ltd is increasing like as in the year 2007 the ratio is 3.09, in the year 2008 the ratio is 7.85 and in the year 2009 the ratio is 8.91. The ratio is increasing by seeing the above ratio we can calculate that the organization is maintaining a good relation between credit sales and number of debtors

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DEBT EQUITY RATIO

3.5 3 2.5 2 1.37 1.5 1 0.5 0 2007 2008 1.47

3.46

2007 2008 2009

2009

Interpretation:

The ideal ratio for debt equity ratio is 1:2, which means per each 1 rupee of long term debt or total debt the company should maintain 2 rupees of share holder funds. In the year 2007, the ratio is 1.37, in the year 2008 the ratio is 1.47 and in the year 2009 the ratio of the company is 3.46. Here the ratio of the 2009 is increasing, but the increment of the ratio is very less. So it is better to increase share holders funds of the company. If it is possible, then it leads to earn high ratio.

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The Debt Equity ratio increment is less, but it will not affect the company. But it is better to increase share holders funds of the company. It will lead to the increment of the Debt Equity ratio of the company.

STOCK TURNOVER RATIO

4 3.5 3 2.5 2 1.5 1 0.5 0

3.56 3.12 2.64 2007 2008 2009

2007

2008

2009

Interpretation:

There is no ideal ratio for the stock turnover ratio but higher the ratio is a positive sign to the organization. Here in this ratio we see that it is increasing. The stock turnover ratio of delta sugars ltd is increasing. Here this ration is increasing because of sales increasing. The stock turnover ratio of delta sugars ltd of the three years like 2007, 2008, 2009 is 3.56, 2.64 and 3.12.

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The stock turnover ratio is increasing basing on this ratio we say that the delta sugars ltd is in good sign. But the increasing stock turnover ratio is very less so it is better to increase cost of goods sold

CURRENT RATIO

3 2.56 2.5 2.13 2 1.55 1.5 1 0.5 0 2007 2008 2009 2007 2008 2009

Interpretation: The above ratio express the current ratio of DELTA SUGARS LTD it tells the company is good sign. Because the current ratio of the company is increasing from the year 2007(59.05) to 2009(167.97). So, the company is in good sign.

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6.RECOMMONDATIONS AND SUGGESSIONS

FINDINGS
1. From the various ratios we founded the following findings have been drawn out. 2. The outstanding expenses are increasing from the year 2007 to 2009 so it is bad sign to the 3. The net profit ratio explains per rupee profit generating capacity of sales. Company always gets good profits in our project period, but some decrease is happened on 2008. But on 2009 it reached a peak level. 4. The return on shareholders fund make us to know that the organization always give positive opinion to their shareholders. The Organization achieved it objective in earning its profits. 5. From the return on total assets we come to know that the organization started to give more importance from the last couple of years. Up to that we cant see that much of importance. 6. The fixed assets ratio makes us to know that the rate is moving according to the net profit of the organization. Although the net profit of the company decreased in 2007, the rate is increased from 1.27to 1.59. 7. The sales to fixed assets ratio measures the efficiency of the assets used. This is very important ratio because it is a manufacturing organization. The effective

83

utilization of the organization of its assets is seen in this ratio. The assets are used according to the sales. 8. The sale to working capital ratio is always going to increasing but a little step back is happened on last year. The higher is the ratio, the lower is the investment in working capital and greater are the profits of the organization. 9. From the current ratio we find out that the firms ability to cover its current liabilities with current assets. Generally 2:1 is considered ideal for the concern. But here the current assets are very higher, so the creditors are very comfortable. 10. The liquid ratio shows the companys ability to meet the current liabilities with its most liquid assets. 1:1 is considered ideal ratio for a concern because it is wise to keep the liquid assets at least equal to the liquid liabilities. But in our project period except on 2008 the liquid assets are very high over the liabilities. 11. The fixed assets ratio explains whether the firm has raised adequate long term funds to meet its fixed assets requirements. It gives an idea as to what part of the capital employed has been used in purchasing the fixed assets for the concern. The ratio is goes on decreasing year by year which is a positive sign for the organization. 12. The debt equity ratio measures the extent of equity covering the debt. This ratio is determined to ascertain the soundness of long term financial policies of the company. The ratio is goes on decreasing in our project period except on 2007 which is favorable for long term creditors, because a large margin of protection provides safety for the creditors.

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SUGGESTIONS
The Delta Sugars Limited overall financial performance and operating performance is satisfactory which can be achieved with proper financial planning and profit planning. The organization is in a position to issue bonus shares. The fixed interest cover ratio of the organization is goes on increasing so that the lenders are confident to receive periodical interest charges. A very high turnover of working capital is a sign of over trading and may put the concern into financial difficulties. So the organization must be very careful in using funds. The organization is fluctuating with its current liabilities year to year. So it is better to streamline its current liabilities. The organization should improve its sales with compare to last year which is below than the before last year. Cash planning technique should be improved which protects the financial condition of the firm by developing the forecast of expected cash inflows and outflows. In order to run toe organization effectively Delta Sugars Limited should try to control and reduce the non-operating expenses so that it can earn profits in a better way in near future. In 2008 the liquid assets are very low, so it betters to not repeat the same in the future.

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It is better to the organization that the fixed assets ratio is must always above 1. The good ideal ratio is1.59. The low debt equity ratio may be taken as quite unsatisfactory by the shareholders because they find neglected opportunity for using low-cost outsiders funds to acquire fixed assets that could earn a high return. Keeping in view the interest of shareholders and long term creditors debt to equity ratio of 2:3 is acceptable.

BIBILOGRAPHY

Erich A. Helfert; Techniques of Financial analysis, Irwin Publication Company, 1997.

I.M Pandey; Financial Management, Vikas Publishing House Pvt.Ltd, 1999.

Richard A. Brealey & Stewart C.Myres; Principles of corporate finance, the Megraw-Hill Publishers, 1996.

S.P.Jain & K.L.Narang; Finanicial Accounting & Analysis, Kalyani Publishers, 1998.

S.P.Jain, K.L.Narang, Simmi aggrawal & Monika Sehgal; Cost and Management Accounting, Kalyani Publishers, 2003.

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