Professional Documents
Culture Documents
on
A STUDY OF RECEIVABLE MANAGEMENT AND ROLE OF
e-PAYMENT IN INDIAN OIL CORPORATION LTD.
Submitted towards the Partial Fulfillment
of
MASTER OF BUSINESS ADMINISTRATION
ACADEMIC SESSION
2011-2013
Industry Guide
Submitted by
PAWAN KUMAR MEENA
1
Student Declaration
I, Pawan kumar meena to the best of my knowledge & belief, hereby declare that the project report
entitled :
A Study of Receivable Management and Role of e-Payment in Indian Oil Corporation
Ltd.
is the result of my own work in the fulfillment of academic requirement. The training is done in
Indian Oil Corporation Limited (IOCL) [Eastern Region,Marketing Division, West Bengal State
Office] for a period of two months commencing from 06.05.2010 to 06.07.2010. This project
work is submitted to R.A.Podar Institute of Management , Jaipur. As well as in Indian Oil
Corporation Limited[ Marketing Division, Rajasthan State Office]. It is
not to be used copied or edited by any person. Written order has to be taken from appropriate
CERTIFICATE
Hereby it is certified that the project work entitled A Study of Receivable Management and
Role of e-Payment in Indian Oil Corporation Ltd is a work carried out by
It is certified that all the subjective matter carry out by him is verified. The project report has
been approved as it satisfies the academic requirements in respect of Project Work.
ABSTRACT
Indian Oil Corporation Limited, with an yearly turnover of about 2 Lac Crores is the biggest
Company in India in terms of sales. It has once again topped the Indian Companies in the
Fortune 500 list of Companies with a rank of 125. In such a large sized corporation the common
problem is the Receivable Management and formulating a sound Credit Policy and Collection
Procedure. In this fluctuating Oil Market it is very difficult to maintain the level of the Sundry
Debtors and hence the Profitability. Moreover the Private Companies are entering the Oil
Industry which has provided a tough competition for IOCL. In this study the Ratios are analyzed
to interpret the Financial Status of the Corporation and then it is compared with the market
Competitors. The Debtors of the Eastern Region has been analysed in details and a few probable
Acknowledgement
Its a privilege to be associated with Indian Oil Corporation Limited, a fortune Global 500
Company, Indias 2nd most top brand also worlds 18th best largest company.
This acknowledgement is not only the means of formality, but to me, it is a way by which I am
Getting the opportunity to show the deep sense of gratitude and obligation to all the people who
Have provided me with inspiration, guidance and help during the preparation of the project.
At the very outset, I would like to express my gratitude from bottom of my heart to Mr. Sharad Rakesh
[ Manager-Finance ] for giving me the opportunity to do my Summer
RSO Indian Oil Corporation Ltd. who has spent his valuable time and guided me
Throughout the training process in spite his busy schedule and provide, information about Indian Oil.
I have seen the area of Finance activities like: E-payments, Service tax,Sales tax, Capital assets etc.
I also like to thank Sharad Rakesh, Manager-Finance, who helped to
Provide me the opportunity to undergo my summer Internship Project in Indian Oil.
But last not the least I am thankful to my parents, friends and all well wishers for blessing me for
my success.
MBA(Finance)
,
TABLE OF CONTENTS
Particulars
Sl. No. Introduction to Oil Industry in India
Company Profile of IOCL
1.
Introduction
Location, Salient Features
2.
Vision, Mission and Values
2.1
2.2
Objectives and Obligations
2.3
Product Profile, Markets, Organizational Structure of IOCL
2.4
Business of IOCL
Literature Review
2.5
Objectives
2.6
3.
Methodology
4.
Receivable Management
Introduction
5.
Ways to Manage Debtors
6
6.1
Reasons for Incurring Debts
6.2
Confirmation of the Debts
6.3
Non Recovery of the debts
Various modes of Debt Collection with special emphasis on e-Collection
6.4
Role of SAP in Receivable Management
6.5
6.6
Impact of debtors in the Working Capital Management of the Company
6.7
Different Ratios related to Debtor Management and Profitability
6.8
6.9
6.10
6.11
7
7.1
7.2
7.3
7.4
7.5
7.6
7.7
8.
9.
10.
11.
vastly.
Oil exploration and production in India is done by companies like NOC or National Oil
Corporation, ONGC or Oil and Natural Gas Corporation and OIL who are actually the oil
companies in India that are owned by the government under the Industrial Policy Rule. The
National Oil Corporation during the 1970s used to produce and supply more than 70 percent of
the domestic need for the petroleum but by the end of this amount dropped to near
about
35
percent.
This
was
because
the
demand
on
the
one
hand
increasing at a good rate and the production was declining in a steady rate.
Oil Industry in India during the year 2004-2005 fulfilled most of demand through importing oil
from multiple oil producing countries. The Oil Industry in India itself produced nearly 35 million
metric tons of Oil from the year 2001 to 2005. The Import that is done by the Oil Industry in
India comes mostly from the Middle East Asia.
The Oil that is produced by the Oil Industry in India provides more than 35 percent of the energy
that is primarily consumed by the people of India. This amount is expected to grow further with
both economic and overall growth in terms of production as well as percentage. The demand for
oil is predicted to go higher and higher with every passing decade and is expected to reach an
amount of nearly 250 million metric ton by the year 2024.
UPSTREAM
Exploration&
Production
DOWNSTREAM
Refining&
Marketing
IOCL
ONGC
INDUSTRY
BODIES/
OTHERS
Petroleum
Planning&
(Refining&
Marketing)
AnalysisCell
PetroleumIndia
International
HPCL
(Refining&
OilIndia
Marketing)
CentreforHigh
Technology
Limited
BPCL
(Refining&
Marketing)
PrivateE&P
GAIL
Companies
(GasTransport&
Cairo,RIL,NIKO
Petrochemicals)
Petroleum
Conversation
ResearchAssociation
PetroFed
OilIndustry
RIL
Safety
Directoriate
(Refining&
Marketing)
EngineersIndia
Ltd.(Project
Consultant)
hydrocarbon value chain. The company wise market share in sales is tabled below:
It is evident that the share of the private sector in meeting total consumption of refined petroleum
products presently stands at around 15%. This proportion is however, expected to grow
IOC Group
BPCL
HPCL
Other PSUs
Total PSUs
Private
Total
Table 1: Retail Market Share (as on Nov-2011)
100
COMPANY PROFILE
INTRODUCTION
In order to ensure greater efficiency and smoothe working in the petroleum sector , Government
of India decided to merge the refineneries and the distribution activities.
The Indian Refineries and Indian Oil Company were combined to form the giant Indian Oil
Corporation (IOCL) on 1st September 1964, with its registered office at Bombay. In 1967, the
pipeline division of the corporation was merged with the refineries division. Research &
Development of Indian Oil Came into Existence in 1972. In October 1981 Assam Oil Company
was nationalized and has been amalgamated with IOCL as Assam Oil Division(AOD).
10
downstream
ious petroleum
sector,
products to
Indian Oil
millions of
reaches
people
everyday through a
countrywide network of about 34,000
sales points. They are backed for
supplies by 166 bulk storage terminals
and depots, 101 aviation fuel stations
and 89 Indane (LPGas) bottling plants.
About 7,100 bulk consumer pumps are
also in operation for the convenience of
large
consumers,
ensuring
products
and
inventory
at
their
doorstep.
Indian Oil operates the largest and the widest network of petrol & diesel stations in the country,
numbering over 17,600. It reaches
Indane distributors.
Indian Oils ISO-9002 certified Aviation Service commands over 62% market share in aviation
fuel business, meeting the fuel needs of domestic and international flag carriers, private airlines
and the Indian Defense Services. The Corporation also enjoys a do4
minant share of the bulk consumer business, including that of railways, state transport
undertakings, and industrial, agricultural and marine sectors.
12
18
The Products produced by IOCL are broadly classified into the following cases:
Class A:
1. Liquid Petroleum Gas (L.P.G)
Class B:
2. Motor Spirit (M.S.)/Gasoline
3. Super Kerosene Oil (S.K.O)
4. High Speed Diesel Oil (H.S.D)
Class C :
5. High Speed Diesel Oil (H.S.D)
6.
7.
8.
9.
Class D :
13
MARKETS
IndianOil has one of the largest petroleum marketing and distribution networks in Asia, with
over 34,000 marketing touch points. Its ubiquitous petrol/diesel stations are located across
customers.
IndianOil has been adjudged India's No. 1 brand by UK-based Brand Finance, an independent
consultancy that deals with valuation of brands. It was also listed as India's 'Most Trusted Brand'
in the 'Gasoline' category in a Readers' Digest - AC Nielsen survey. In addition, IndianOil topped
The Hindu Businessline's "India's Most Valuable Brands" list. However, the value of the
IndianOil brand is not just limited to its commercial role as an energy provider but straddles the
entire value chain of gamut of exploration & production, refining, transportation & marketing,
petrochemicals & natural gas and downstream marketing operations abroad. IndianOil is a
national brand owned by over a billion Indians and that is a priceless value.
14 INDIANOILCORPORATIONLIMITED(IOCL)
BUSINESS OF IOCL
REFINING:
Born from the vision of achieving self-reliance in oil refining and marketing for the nation,
IndianOil has gathered a luminous legacy of more than 100 years of accumulated experiences in
all areas of petroleum refining by taking into its fold, the Digboi Refinery commissioned in
1901.
IndianOil controls 10 of Indias 20 refineries. The group refining capacity is 60.2 million metric
tonnes per annum (MMTPA) or 1.2 million barrels per day -the largest share among refining
laid out and enshrined in various customized operating manuals, which are continually updated.
IndianOil refineries have an ambitious growth plan with an outlay of about Rs. 55,000 crore for
capacity augmentation, de-bottlenecking, bottom upgradation and quality upgradation. Major
projects under implementation include a 15 MMTPA grassroots refinery at Paradip, Orissa,
Naphtha Cracker and Polymer Complex at Panipat, Panipat Refinery expansion from 12
Barauni, Guwahati and Digboi refineries proposed to be completed by the end of 2011.
On the environment front, all IndianOil refineries fully comply with the statutory requirements.
Several Clean Development Mechanism projects have also been initiated. To address concerns
on safety at the work place, a number of steps were taken during the year, resulting in reduction
15
Innovative strategies and knowledge-sharing are the tools available for converting challenges
into opportunities for sustained organisational growth. With strategies and plans for several
value-added projects in place, IndianOil refineries will continue to play a leading role in the
downstream hydrocarbon sector for meeting the rising energy needs of our country.
PIPELINES:
16 INDIANOILCORPORATIONLIMITED(IOCL)
During the year 2010-11 IndianOils crude oil pipelines registered the throughput
of 38.46 million metric tonnes. Corporations largest crude oil handling facility at Vadinar
marked the berthing of 4000th tanker since inception. The terminal operates two offshore Single
Point Mooring (SPM) systems, to feed Koyali, Mathura and Panipat refineries.
Raising efficiency and emerging as the least-cost supplier, IndianOil has added the 330-km
Paradip-Haldia crude oil pipeline (PHCPL) to its bustling pipeline network during the year. The
PHCPL system has a Single Point Mooring installed 20-km off the Paradip coast. With this, it is
now able to pump crude oil from Very Large Crude Carriers to the tank-farm set up onshore and
onward to Haldia through the pipeline. The Pipeline has replaced the earlier system of receipt of
Pipeline system.
IndianOils product pipelines, connecting its refineries directly to high-consumption centres,
achieved a throughput of 20.92 million tonnes during 2010-11. IndianOil has now joined the
select group of companies in India which owns and operates LPG pipelines by building its first
such cross-country facility linking Panipat with Jalandhar. Apart from providing better logistics,
this pipeline can transport 700,000 tonnes of LPG from Kohand near Panipat refinery to
IndianOils bottling plants at Jalandhar and Nabha in Punjab. The pipeline will also
simultaneously to meet the requirement of LPG at Una and Baddi in Himachal Pradesh and at
capabilities of CPCL Refinery. IndianOil is also implementing a 217 km long branch pipeline
from Koyali-Sanganer Pipeline at Viramgam to existing scrapper station at Churwa along with
Panipat.
IndianOil sees gas pipelines as a major growth area in the future. The gas market in India is
expanding fast, thanks to enhanced availability of the product from indigenous sources and
through imports. The Corporation will commission its first regassified LNG pipeline from Dadri
to Panipat (132 km) to synchronise with the completion of the first phase of the power plant
Company, Sudan.
MARKETING
Reaching out to a Billion Hearts
IndianOil has one of the largest petroleum marketing and distribution networks in Asia, with
over 35,000 marketing touch points. Its ubiquitous petrol/diesel stations are located across
different terrains and regions of the Indian sub-continent. From the icy heights of the Himalayas
to the sun-soaked shores of Kerala, from Kutch on India's western tip to Kohima in the verdant
North East, IndianOil is truly 'in every heart, in every part'. IndianOil's vast marketing
infrastructure of petrol/diesel stations, Indane (LPG) distributorships, SERVO lubricants &
greases outlets and large volume consumer pumps are backed by bulk storage terminals and
installations, inland depots, aviation fuel stations, LPG bottling plants and lube blending plants
18 INDIANOILCORPORATIONLIMITED(IOCL)
customers.
IndianOil has been adjudged India's No. 1 brand by UK-based Brand Finance, an independent
consultancy that deals with valuation of brands. It was also listed as India's 'Most Trusted Brand'
in the 'Gasoline' category in a Readers' Digest - AC Nielsen survey. In addition, IndianOil topped
The Hindu Businessline's "India's Most Valuable Brands" list. However, the value of the
IndianOil brand is not just limited to its commercial role as an energy provider but straddles the
entire value chain of gamut of exploration & production, refining, transportation & marketing,
petrochemicals & natural gas and downstream marketing operations abroad. IndianOil is a
national brand owned by over a billion Indians and that is a priceless value.
19
LITERATURE REVIEW:
capability to detect, diagnose and action opportunities that center on TIME and MONEY:
20 INDIANOILCORPORATIONLIMITED(IOCL)
OBJECTIVES:
To find the Trend of the Sales and Debtors of the Company and to find a relation
between the two.
To find out the Average Collection Preriod of Various Customers, DGS&D and Non
DGS&D.
To analyze the Cash Conversion Cycle and the Liquidity of the Company.
To analyse the Working Capital of the Comapany and how it can be regulated.
To find out the different Ratios related to Liquidity and Profitability of the Company
and compare them with the competitors like HPCL and BPCL
21
METHODOLOGY
The methodology followed in this project involved the following Phases:
Collection of Data
Type of the project
Analysis of Data
Conclusion & Recommendation
Collection of Data:
Data required for the project e.g. Balance Sheet, statement of Profit & Loss Account etc. were
collected from the annual reports of IOCL, for the period of 2009-10 to 2011-12. Besides for
Explanation of several issues, different articles, Internet datas, books etc were consulted. The
data collected are Secondary & Published Data. Few data have been collected from the SAP
module used in IOCL
Type of the project:
The project is descriptive and analytical in nature.
Analysis:
For the comparative analysis ratios were used along with graphs, charts, and necessary
diagrams. The current year i.e., 2011-12 has not been taken into calculation in many ratios
because, at that time of preparation of this report the Annual Report 2011-12 was not published.
Interpretation & Recommendation:
After completion of the entire analysis, interpretation & recommendation were made on the basis
of figures and diagrams. Statistical tools like Tables, Charts, Bar graphs Correlations are
used for representation of data.
22 INDIANOILCORPORATIONLIMITED(IOCL)
RECEIVABLE MANAGEMENT
INTRODUCTION: A sound managerial control requires proper liquid management of
liquid assets and inventory. These assets are a part of working capital of the business. An
efficient use of financial resources is necessary to avoid financial distress. Receivables
result from credit sales. A concern is required to allow credit sales in order to expand its
sales volume; it is not always possible to sell goods on cash basis. Sometime other
concern in that line might established a practice of selling goods on credit basis. Under
these circumstances it is not possible to avoid credit sales without adversely affecting
sales. The increase in sales is also essential to increase profitability. After a certain level
of sales this increase in sales will not proportionately increase production costs. The
increase in sales will bring in more profits.
Receivables constitute a significant portion of current assets of a firm. But for investment
in receivable a firm has to incur certain costs. Further there is a risk of bad debts also. It
is therefore very necessary to proper control and management of receivables.
Cash is the most important component of current assets; therefore the firm basic
strategies are to reduce the operating cash requirement. The companys aim is to
accelerate the collection of receivables so as to reduce the average collection period. The
receivables represent an important component of current assets of a firm. The purpose of
this analysis is the important dimension of efficient management of receivables within the
framework of a firm objective of value maximization.
OBJECTIVES: The term receivables are defined as debt owed to the firm by customer
arising from sale of goods or services in the ordinary courses of business. Receivable
management is also called trade credit management. Thus account receivables represent
an extension of credit to customers allowing them a reasonable period of time in which to
pay for the good received.
The objective of receivable management is to promote sales and profit until that point is
reached where return on investment in further funding receivables is less than cost of
funds raised to finance that an additional credit, i.e. cost of capital. The specific costs and
benefits which relevant to the determination of receivables management are examined
below.
23
The major categories of cost associated with the extension of credit and account
receivables are:
COLLECTION COST:
These are administrative cost incurred in collecting the receivables from the customer to
collect the overdue, such as reminders and other collection efforts, legal charges etc.
DEFAULT COST:
The firm may not be able to recover the over dues because of the inability of the
customers. Such debts are treated as bad debts these cost associated with credit sales and
accounts receivables.
BENEFITS:
The benefits are increased sales and anticipated profits because of a more liberal policy.
When firm extended trade credit, i.e. invest in receivables they intend to increase sales.
The impact of liberal trade credit policy is likely to two forms. First, it is oriented to sales
expansion, in other words, a firm may grant trade credit either to increase sales to
existing customers or attract new customer. This motive for investment in receivables is
growth oriented. Secondly, the firm may extend credit to project its current sales against
emerging competition. Here the motive is sales retention. As a result of increased sales,
25
be seen.
Dealing late payments: The policy should appear on the credit application form, and
should clearly state the consequences of late payment. This may take the form of
withholding goods, not processing orders, and in some cases, legal action.
Sub part of credit policy
(a) Length of Credit period : Length of credit period is also an element that affects
decisions of finance manager relating to manage debtors. It is the time which allows to
debtor to pay his debt for purchasing goods on credit from vendor. Finance manager can
It means decision relating to analysis of credit policy. Evaluation and analysis of credit
credit.
Formulation Collection Policy : For getting fund fastly from debtor, the
signature of the applicant to ensure that they have read and understood all the conditions
and have agreed to abide by them. A Deed of Indemnity and Guarantee for corporate
the final decision should be based on all the data collected, in particular the references,
the length of time that the business has been operating and whether or not the guarantees
29
of high working capital for the company which can hit the profitability badly.
2. Secondly, most of the sales are credit sales in every organization. Cash sales constitutes
insignificant amount of the sales of a company. So to maintain the sales revenue company
42 INDIANOILCORPORATIONLIMITED(IOCL)
important to give the customers to credit period so the can utilize the extra advantage.
One must be sure to know who he is doing business with. Always obtain a signed Credit
Only three trade references cannot always be relied upon. Some organisations only pay
three customers on time just so that they can use them as references.
Always a mercantile report must be obtained and checked for previous legal actions and
directors that have been associated with previously failed businesses. If one find either,
A credit limit must be set. Whilst a credit limit should always be seen as a guide, if a
customer is going to exceed that limit by a considerable margin (say 20%), one must
always recheck their credit worthiness and reset the limit accordingly.
Every Company should have a written policy that clearly sets out when, and under what
circumstances, the organisation offers credit. This should be distributed to all interested
Customers must not be given any excuse not to pay you on time. Make sure all your
Company should give their customers plenty of payment methods to use (i.e. cheque,
If cla and disputes are unavoidable, it must be made sure that he have an effective
43
Sales personnel should play an active role in ensuring that all invoices are paid on time.
Terms and Conditions of Sale should include retention of title clause and should be sent
to the customer with a new account welcome letter. This letter is an opportunity to advise
Customers must be asked to sign personal guarantees, if he is unable to justify the level
Personal guarantees must not be used as a reason to open an account for a customer with
Ring all new accounts before the first payment is due. Make sure that they are happy with
the service / goods and confirm that payment will be made on the due date.
Once customers are five days overdue with their payment, ring them and ask for YOUR
If Company have provided a good product or service and the customer still will not pay,
the account should be closed and handover the debt over to a professional collection
agency and never trade on a credit basis with these people again.
Analyse the financial status of the company you are lending to by checking their previous
financial accounts history or analysing the previous Legal Cases the customer have
Seek for the credit rating the company have. The higher arted comapanies are
44 INDIANOILCORPORATIONLIMITED(IOCL)
The preferred way to report losses from credit sales is to anticipate that some
receivables will not be collected. This approach is the allowance method. It gets it name
because of the contra account to Accounts Receivable entitled Allowance for Doubtful
Accounts. The credit balance in the allowance account works to value the accounts
receivable at their approximate net realizable amount. Under the allowance method, the bad
debts expense and the credit to the allowance account is reported closer to the time of the
salethus providing a better matching with revenues. Under the allowance method the
45
Consultation
Businesses can try to recover bad debt from customers through consultation. The
consultation can bring about an agreement between the creditor and debtor regarding the
payment. In case of any disputes over the debt, the Community Justice Center can be called
date.
Statutory letter
The credit company may choose to send a statutory letter instead of a demand letter. A
statutory letter will also give details of the debt, total amount of debt and expected date of
debt settlement. Statutory letters are sent out like court documents and hold greater clout than
demand letters. The statutory letter warns the debtors of legal action, within 21 days of the
the situation.
46 INDIANOILCORPORATIONLIMITED(IOCL)
Debit Card (via phone or website); direct debit; or Professional Fee Funding.Others include:
Online Credit Card Payment System
Electronic Cheque System
Electronic Cash System and
Smart Card based Electronic Payment System
Real time Gross Settlement (RTGS) System
NationalElectronic Fund Transfer (NEFT) System and
Electronic Clearing Service (ECS).
Electronic funds transfer or
30
Direct deposit payroll payments for a business to its employees, possibly via a payroll
services company
Direct debit payments, sometimes called electronic checks, for which a business debits
Electronic bill payment in online banking, which may be delivered by EFT or paper
check
Wire transfer via an international banking network (generally carries a higher fee)
RBI Control:
Recognising the importance of ensuring the safety, security of the paymentsystems, the
Reserve Bank of India (RBI) has put in place three modes ofelectronic payments i.e. Real
time Gross Settlement (RTGS) System, NationalElectronic Fund Transfer (NEFT) System
and Electronic Clearing Service (ECS).Payments by these modes have been steadily growing
in the last few years. Aninternal Working Group set up by the Reserve Bank to examine the
variousissues
related
to
migration
from
paper-based
systems
to
electronic
in the clearing houses in the four metros. It is proposed that with effect from
April 1, 2008 all payment transactions of Rs. 1 crore and above between RBI regulated
entities i.e. banks, primary dealers and NBFCs as well as in RBI regulated markets i.e.
money market, Government Securities market and foreign exchange market may be
mandated to be undertaken through electronic mode only. This move will not only reduce
risk from moving large paper-based value retail payments to safer electronic modes, but will
also bring greater efficiency and customer convenience to the payment systems.
Recognising the importance of electronic payment systems in ensuring safe, secure and fast
payment and settlements RBI has put in place three modes of payments:
31 INDIANOILCORPORATIONLIMITED(IOCL)
Sl. No.
PaymentSystems
Features
RTGS (Real Time Gross
Settlement)
Funds Transfer)
System)
Efficiency Of e-Collection:
By migrating away from the paper check, businesses have the ability to increase
efficiency and realize numerous hard and soft benefits, both in their bottom lines and to
Cost Reduction
Cost reduction is among the key drivers for making the organizational move to electronic
payments. Cost savings come from a variety of areas related to electronic payments
among the most readily quantifiable are reduced head count, lower administration costs
and decreased paper usage. The reduced amount of paper consumption can have a drastic
and far reaching effect. By making the switch from paper check printing to electronic
32
payments, businesses can eliminate enormous amounts of check, forms and approval
documents and envelopes. These savings also cascade into postage reduction.
For organizations of all sizes, the move to electronic payment processing can bring
additional challenges, however. Although cost savings can be found by replacing paper
checks with electronic payments, many organizations are finding that in order to execute
electronic payments they must log in to several proprietary vendor systems. This can add
operational complexity to an already inefficient accounting process. A simpler approach
is to consider working with a payment processor that can execute all payment types on
your behalf. Some of these vendors, such as SunGard, can accept payment files directly
from your accounting/ERP applications, and even provide least cost routing of payments,
dramatically increasing payment processing efficiencies without requiring process
change. The speed with which electronic payments can be received and delivered can
have even further reaching effects on the bottom line when considering the effort to attain
early payment discounts (generally the 2 percent 10 net 30 terms). the average business
organization is unable to capture anywhere between 50 percent-60 percent of discounts
offered, because their A/P departments are unable to process and pay the invoice using a
paper check within the 10-day window that applies to the discount. According to statistics
from PayStream Advisors, the average paper check approval and disbursement cycle
can take between 30-40 days or more, placing the 10-day discount opportunity well out
of reach. Aside from the standard discount practices among businesses, electronic, faster
payments also means fewer late fees. If the average payment and approval cycle is
around 30-40 days, with variances going even higher, then the likelihood of incurring late
fees and other penalties must increase dramatically, again impacting the bottom line.
accurate matching without being exposed to as much chance for human error
line
The green movement plays an important role in todays business landscape. Not only is
there the environmental impact many companies are reducing, but the positive effect on
their corporate culture and the way they are viewed by other organizations and consumers
can also have a beneficial effect on bottom lines. According to statistics found on the
non-profit PayItGreen Alliance Web site, paper checks require more than 674 million
gallons of fuel and produce over 3,628,200 tons of greenhouse gases over the course of
their lifetime.
34
Key Challenges
business transactions
application
certificates (JCs)
platform
Integration tool for all SAP solutions
Support for industry-standard adapters
such as RosettaNet and chemical industry
data exchange (CIDX)
Completed
implementation
through
Leveraged
funding
for
enterprise
35 INDIANOILCORPORATIONLIMITED(IOCL)
inhouse consultants
Deployed open-standard-based hypertext
transfer protocol (HTTP) over secure
between
participating
to daily
Completed deployment in 9 months, on
partners
planning
error-free
quantity
exchangetransactions
Exercised better control over placement
and operating costs
Promoted
36
the
Company
Working capital, also known as "WC", is a financial metric which represents operating
liquidity available to a business. Along with fixed assets such as plant and equipment,
working capital is considered a part of operating capital. It is calculated as current assets
minus current liabilities.
Investment in fixed assets only is not sufficient to run the business. Working capital or
investment in current assets, howsoever small it is, is a must for purchase of raw materials,
and for meeting the day-to-day expenditure on salaries, wages, rents, advertising etc., and for
maintaining the fixed assets. The fate of large scale investment in fixed capital is often
determined by a relatively small amount of current assets. Working capital is just like a
heart of industry if it is weak, the business cannot prosper and survive, although there is a
large body (investment) of fixed assets. Moreover, not only the existence of working capital
is a must for the industry, but it must be adequate also. Adequacy of the working capital is
the lifeblood and controlling nerve center of a business. Inadequate as well as redundant
working capital is dangerous for the health of industry. It is said, Inadequate working capital
is disastrous; whereas redundant working capital is a criminal waste. Both situations are not
warranted in a sound organization.
The advantages of working capital or adequate working capital may be enumerated as below:
1. Cash Discount:
If a proper cash balance is maintained, the business can avail the advantage of cash
discount by paying cash for the purchase of raw materials and merchandise. It will result
in reducing the cost of production.
2. It creates a Feeling of Security and Confidence:
The proprietor or officials or management of a concern are quite carefree, if they have
proper working capital arrangements because they need not worry for the payment of
business expenditure or creditors. Adequate working capital creates a sense of security,
confidence and loyalty, not only throughout the business itself, but also among its
customers, creditors and business associates.
54 INDIANOILCORPORATIONLIMITED(IOCL)
capital.
4. Sound Goodwill and Debt Capacity:
It is common experience of all prudent businessmen that promptness of payment in
business creates goodwill and increases the debt of the capacity of the business. A firm
can raise funds from the market, purchase goods on credit and borrow short-term funds
from bank, etc. If the investor and borrowers are confident that they will get their due
of shares.
7. Exploitation of Good Opportunity:
In case of adequacy of capital in a concern, good opportunities can be exploited e.g.,
company may make off-season purchases resulting in substantial savings or it can fetch
55
losses, business oscillations, etc. can easily be overcome, if company maintains adequate
working capital.
9. High Morale:
The provision of adequate working capital improves the morale of the executive because
they have an environment of certainty, security and confidence, which is a great
psychological, factor in improving the overall efficiency of the business and of the person
56 INDIANOILCORPORATIONLIMITED(IOCL)
ASSETS
S
BALANCE SHEET
CAPITAL SUPPLIED
LIABLITIE
-Current(ShortTerm)
-Current
-Long Term
DEBT
-Fixed (Long
Term)
-Others
Shareholder`s
EQUITY
STOCK
CASH FLOW
SELL EQUITY
ISSUE DEBT
<BUY ASSETS> <BUY
INVENTORY>
MAKE SALES
<PAY TAXES>
<PAY COSTS>
Retain profits or
repay Debt
holders (with
Interest) and Stock
Holders (with
Dividends)
<PAY INTEREST>
<PAY DIVIDENDS>
4. Viceverse, If debtor Collection period is high then decreases the working capital
5. If bad debts are frequently occuring then there is a loss for the company which decreases
the working capital of the company
6. Provide better investment opportunities in short term basis which can earn get some
. A rupee of Cash is
considered as equivalent to a rupee of Inventory which is not the same as the cash is more
readily available to the Business. So it is called the Quick Ratio which measures the firm`s
ability to convert current assets quickly into cash. The Acid Test Ratio is the ratio between
Quick Current Assets and Current Liabilities.
Acid Test Ratio = Quick Assets / Current Liabilities
38 INDIANOILCORPORATIONLIMITED(IOCL)
iii) Cash Ratio- It is a measure of the absolute liquidity of the firm where only
cash and bank balances in hand is considered. It is the indicators which shows how
immediately a firm can meet its liability obligations. It the Ratio between the Cash and Bank
firm.
i) Debtors Turnover Ratio This ratio indicates the relationship between net credit sales
and trade debtors. It shows the rate which cash is generated by the turnover of debtors. It is
computed as follows:
Debtors Turnover Ratio = Credit sales /Average debtors
Where,
Average Collection Period The debtors turnover ratio is usually supplemented by average
collection period. The debtors turnover ratio together with average collection period involves
39
CCC = Days between disbursing cash and collecting cash in connection with undertaking a
discrete unit of operations.
+ Receivables conversion
Payables conversion
= Inventory conversion
period
period
period
Avg. Inventory
Avg. Accounts
Receivable
Avg. Accounts
Payable
=
COGS / 365
Revenue / 365
40 INDIANOILCORPORATIONLIMITED(IOCL)
COGS / 365
and
(2) collecting cash to satisfy the accounts receivable generated by that sale.
Equation describes a firm that buys & sells on account. Also, the equation is written
to accommodate a firm that buys and sells on account. For a cash-only firm, the equation
would only need data from sales operations (e.g. changes in inventory), because
disbursing cash would be directly measurable as purchase of inventory, and collecting
cash would be directly measurable as sale of inventory. However, no such 1:1
correspondence exists for a firm that buys and sells on account: Increases and decreases
in inventory do not occasion cashflows but accounting vehicles (receivables and
payables, respectively); increases and decreases in cash will remove these accounting
vehicles (receivables and payables, respectively) from the books. Thus, the CCC must be
calculated by tracing a change in cash through its effect upon receivables, inventory,
payables, and finally back to cashthus, the term cash conversion
cash
41
the receivables conversion period (or "Days sales outstanding") emerges as interval
determine :
a) Whether or not to extend credit to a customer considering market demand and how much
credit to be extended
b) Peroid of credit
c) Whether not to change interest rate and if so at what rate
d) Analyse the acceptable mode of security
e) Firms credit evaluation
f) What would be the net margin after credit outgo
g) Consider the performance of the party in past 5 years or so
h) Bank`s evaluating data of party`s performance
Therefore the credit policy decision of firm has two broad diamensions :
1. Credit Standard
&
2.Credit Analysis
DGS&D Sector:
Most of the customers in IOCL`s DGS&D Sector are government Companies and they make
payment on boll basis, means when bills are submitted the bills are paid within 2-3 days. These
credit poplicies are determined by the Central Goverment itself at the time of determining
Budget. These credit terms are also determined by them on individual customer requirement
basis. Therefore these customers cannot be treated as credit customers. But it is true that IOCL
has given credit to them but all are determined and controlled by the government.
42 INDIANOILCORPORATIONLIMITED(IOCL)
Payment Procedure:
Generally all the Para- Military forces give their requirement to MCO New Delhi. Then MCO
Places the order to IOCL in favour of these customers.After supplying the required materials,
IOCL sent the bill to MCO office and MCO has paid the billing amount to IOCL. Government of
CREDIT TERMS:
Credit terms have components Credit Period, Cash Discount, Interest, Security, Volume of Sales.
For IOCL the customer especially the DGS&D customers are Govt. customers and they paid
their dues immediately after submitting the bill. This whole procedure takes hardly takes 4 to 8
days. Cash discount is generally given to Railways and to DGBR units @ Rs. 150/Kl.
36
CASH DISCOUNT:
The cash discount has implecations for the sales volume, avarage collection period, average in
investments receivables and profit per unit. The chages in discount rate would have both positive
The sales volume will increase. Due to the reduced price factor the debtors will try to
purcahse more to get the maximum benefit and the debtors decreases drastically
Since the customers would likely to pay within the discount period, the average collection
period would be reduced. The reduction in the collection period would lead to reduction
The discount would have negative effects on the profits. This is because the decrease in
price would effect the profit margin per unit of sales. IOCL has always given a good
discount rate. In this fluctuating oil market it is quite hard to maintain a good discount
rate but IOCL has efficinctly maintained that. When the crude oil price was 142$ per
barrel, the discount rate was Rs.150/Kl. A well maintained customer beneficial process is
Degree of effort to collect the overdues: A very rigorous collection strategy would
involve increased collection costs as a result the average collection period will be reduced
and profit will be decreased for that reason IOCL has a very strict Collection Policy
Type of collection effort: The second aspect of collection policy relates to the steps taht
should be taken to collect overdues from the customers. A well-established collection
policy should have clearcut guidlines as to the sequency of collection efforts. IOCL`s
collect effort is in the beginning is very polite and moderate, but, with the passage of
time, it gradually become strict. The steps which are usually taken by IOCL are
a) Letters, including reminders, to expedite payment
b) Telephonic calls for personal contact
c) Personal visits
d) Help from collection Agencies like MCO
e) Legal Action
37 INDIANOILCORPORATIONLIMITED(IOCL)
Period of Credit
Approving Authority
Whether the Party is already enjoying the Credit Fecility with IOC and if so, whether
margins
Whether the customer enjoys similar fecilities from other Sate Offices/ Region if product
65
Approving Authority
Whether the Party is already enjoying the Discount Facility with IOC and if so, whether
any enhancement sought in this within the policy and reason for the same.
If exixting customer to whom discount is sought to be enhanced or to be extended for
further period , the sale of products upto the date of proposal for the current financial year
and the volume of sale of the customer during the corresponding period of the previous
OMC`s etc.
Proof of similar facility by customer with OMC`s if any.
Whether the retained margin as per unit basis after reckoning the discount and other costs
for positioning the product at the intended supply location and any other incentive like
Interest free Credit, free delivery etc. but before reckoning the marketing cost is positive.
Whether there is a growth in the profitability of the margin level for the existing year as
66 INDIANOILCORPORATIONLIMITED(IOCL)
Saturdays.
3.While remitting the amount, IOCL customers have to give following details to his
bank:
a. Amount to be remitted
b. Their own A/c. No. With the bank which is to be debited
c. Name of the beneficiary bank (i.e. SBI in our case)
d.Name of the beneficiary customer (i.e. IOC)
e.A/c. No. Of IOC with SBI (18 digit)
f.The IFSC (Indian Financial System Code) of receiving branch
In the proposed system, every payment will be accompanied by an 18 digit code
(which is mandatory) to enable data downloading into SAP and uploading into the
banking at frequent intervals and uploaded into the Customers A/cs through SAP.
67
68 INDIANOILCORPORATIONLIMITED(IOCL)
Precautions
1. Customer should strictly adhere to filling up 18 digit code for each payment which
only enables proper accounting of the payment.
2.Any payment transfer not complying the 18 digit structure will get rejected and result in
infructuous interactions between banks, IOC, State Offices and customers which should
be totally avoided.
3.SV/TV remittances by LPG distributors are not permitted under RTGS system since the
SAP code for SV/TV customers is 7 digit and the 18 digit code structure will
cash of DD/Pay Order/Cheque funds are credited in IOCL account after 2-3days.
3.Administrative convenience to customers since they are required to advice their
own banker to transfer funds to IOCL account without any further botheration of
69
ANALYSIS
38 INDIANOILCORPORATIONLIMITED(IOCL)
DEBTOR
TURNOVER
RATIO ANALYSIS:
Particulars
Sales of Products & Crude
Rs.(in Crores)
2007-08
2008-09
2009-10
2010-11
2011-12
183,172.91 220,779.52 249,782.34 287,759.72 271,073.62
Sundry Debtors
Sundry Debtors As a % Of Sales
Particulars
6,698.03
6,736.06
3.66
6,819.23
3.05
5,937.86
2.73
2.06
5,799.28
2.14
2007-08
2008-09
2009-10
2010-11
2011-12
27.35
32.78
36.63
48.46
46.74
13.35
11.14
9.96
7.53
7.81
39
2008-09
2009-10
2010-11
24.28
197.39
Unsecured, Considered Good
From Others
0.00
0.00
Secured, Considered Good
62.44
28.13
Unsecured, Considered Good
255.04
247.24
Unsecured, Considered Doubtful
341.76
472.76
Subtotal
Other Debts
From Subsidiary Companies
2,145.40
1,790.77
Unsecured, Considered Good
From Others
0.00
0.00
Secured, Considered Good
4,465.91
4,719.77
Unsecured, Considered Good
0.70
2.47
Unsecured, Considered Doubtful
6,953.77
6,985.77
TOTAL
255.74
249.71
Less: Provision for Doubtful Debts
6,698.03
6,736.06
Consolidated Total
Table 4: Schedule for Sundry Debtors from 2007-08 to 2010-11
162.19
28.69
0.00
8.18
43.70
540.30
746.19
53.77
537.98
628.62
1,950.22
1,553.15
138.31
4,526.12
3.07
7,363.91
543.37
6,819.23
139.93
4,154.14
3.44
6,479.28
541.42
5,937.86
Sundry Debtors
Over Six Months
From Subsidiary Companies
2007-08
ANALYSIS:
Fig.12: Classification of Debts considered Unsecured & Good and Unsecured & Doubtful
40 INDIANOILCORPORATIONLIMITED(IOCL)
Fig. 13: Classification of Debts from Subsidiary Companies and Other Companies
Table 4 shows the Breakup of the Total Sundry Debtors under different heads like Over
Six Months and Other Debts.
Among the debts over 6 months 71.23% has been proposed to be doubtful on an average.
And the whole of it from Other Companies. The Debts over 6 months for subsidiary
increasing over the years and this whole part is contributed by the Other Companies.
From the Fig.13 it can bee seen that the Debts from Subsidiary Companies has fluctuated
over the years but in case of Other Companies the debts has increased round the years
41
LIQU
IDITY
RATIO ANALYSIS:
RATIO
2007-08
CURRENT RATIO
QUICK RATIO
CASH RATIO
2008-09
2009-10
2010-11
2011-12
1.42 : 1
1.31 : 1
1.5 : 1
1.25 : 1
1.32:1
0.48 : 1
0.48 : 1
0.6 : 1
0.55 : 1
0.51:1
0.02 : 1
0.031 : 1
0.023 : 1
0.022 : 1
0.029:1
increased slightly.
In the case of 2008-09 the decrease in current ratio is mainly due to the the following:
The current liabilities and provisions has increased at a higher rate than the
current assets. Thus there has been an decrease in the working capital of the
The main reason behind this is the soring rise the fuel prices and the recessionary
42 INDIANOILCORPORATIONLIMITED(IOCL)
There has been a steep rise in the inventory level along with the
loans and advances but along with this the current liabilities also increased. The
cash demand was met due to this.
But this effect was not shown in the Cash & Bank balance as it maintained a
The rise in the inventory level was mainly due to the fall in the demand of the
petroleum products due to rise in the prise which is according to the Laws of
But the company`s management must be given the credit to maintain such good
Financial condition amidst the odd which every industry faced during this period
as the ratio is within the threshhold limit of 2:1. Moreover the company took
strict control on the Debtor position and never allowed the Debtors to rise up
Quick Ratio decreased as well. The main reason behind this are the following:
There has been a steep fall in the Inventory Level as the excess stock was
liquidated.
In 2011-12, the Inventory has increased by 44.75% , which has resulted in the increase of
the Current Ratio, when actually the Quick Ratio has decreased to 0.51:1. But the Cash
Ratio has increased also which shows the Absolute Liquidity has increased for the
Comapany.
CONCLUSION:
All the Liquidity Ratio are well within the alarming limits of the Industry. But the Current Ratio
is highly fluctuating for the Company whereas the Acid Test Ratio is more or less stable. This
shows that the fluctuation is due to the Inventory level. So company should try to maintain an
even inventory level by following a proper Inventory Control Technique/Model like EOQ Model
or ABC Model.
43
Working
Capital
Analysis Of IOCL
Rs.(In Crores)
Particulars
Current Assets, Loans &
Advances
2007-08
2008-09
2009-10
2010-11
2011-12
24277.79
24702.69
30941.48
25149.60
36404.08
6699.48
6736.06
6819.23
5937.86
5799.28
744.17
925.97
824.43
798.02
1315.11
31.55
775.35
790.14
1051.58
1141.50
4730.10
5917.11
13556.02
11598.13
14728.83
36483.09
39057.18
52931.3
44535.19
59388.8
23697.85
26576.76
33407.99
32754.58
34480.17
1978.51
3129.11
1172.99
2603.46
10271.56
25676.36
29705.87
34580.98
35358.04
44751.73
10806.73
9351.31
18350.32
9177.15
14637.07
a) Inventory
b)Sundry Debtors
Table 6 : Working Capital including Current Assets and Current Liabilities of IOCL
Fig. 15 : Bar Graph showing Working Capital including Current Assets and Current Liabilities of
IOCL
76 INDIANOILCORPORATIONLIMITED(IOCL)
This process of taking term loans is undertaken at the Head Office Level.
Year
7.05%
35.6%
-16.93%
33.35%
15.69%
16.41%
2.24%
26.56%
-13.46%
96.23%
-49.98%
59.49%
44
From Table 7 we can see that 2009-10 has been an year of huge turmoil when there was
a 36.6% increase of Current Assets which occured mainly due to increase in the
Inventory Level and Loans and Advances. The Loans and Advances increased as
Govenment issued Oil Bonds for IOCL in that year to Compensate the huge losses which
the company suffered during this year due to rise in the Crude Prices. Due to in increase
in the Fuel Prices there was a problem in the cash flow of the company. So to finance the
short term obligations the company had to go for the Short-Term Loans. Hence the
Current Liabilities had increased. The Net result was a 96.23% surge in the Working
Capital.
In 2010-11, the situation came back to normal when the Current Assets droped by
16.93% and Working Capital Decreased by 49.98%. This was mainly due to a strict
credit policy which brought down the Debtors and lowering of the inventory due to high
demand of fuels.
Breakup Of the Current Assets and Current Liabilities Under different Heads
like Cash & Bank, Debtors, Loans & Advances, Inventory
& current
Cash and Other Current Assets has increased at a constant rate and Sundry
Debtors has decreased at a constant rate when the Sales of the Company has
The controlling factor of Working Capital has been the Inventory which has
fluctuated over the Years along with the Loans & Advances which was geared up
The provisions has drastically increased by about 294% in the year 2011-12.
The current liabilities had incresed in the year 2009-10 but after that IOCL has
maintained a stable current liability level which is good because it finances the
46
a) Current account
b) Fixed Deposit account
c) Blocked account
Years
2007-08
2008-09
2009-10
2010-11
2.7
3.75
2.48
85.37
698.83
701.53
726.43
730.18
746.96
749.44
712.65
798.02
27.85
185.02
64.57
123.98
14.63
0.16
42.64
9.73
0.16
194.91
9.38
0.16
74.11
10.14
0.16
134.28
0.88
0.88
0.88
744.17
925.97
824.43
798.02
Total (2)
Fig.18 :Bar Graph showing the Cash and Bank Balance Trend of IOCL
ANALYSIS:
From the Table it can be seen that almost 92% of the Cash & Bank Balances comes from the
Cheque Balance. But it would be better if this Balance comes more from the Cash Balances or
2007-08
2008-09
2009-10
2010-11 Average
13.98
11.36
11.09
8.25
11.17
50.67
41.65
50.33
34.95
44.40
37.46
31.07
31.50
27.20
31.81
27.19
21.93
29.92
16.00
23.76
ANALYSIS:
Cash conversion cycle is likely to be negative as well as positive.
A positive result indicates the number of days a company must borrow or tie up capital
while awaiting payment from a customer. A negative result indicates the number of days a
company has received cash from sales before it must pay its suppliers.
Of course the ultimate goal is having low CCC, if possible negative. Because the shorter
the CCC, the more efficient the company in managing its cash flow.
It can be seen that the Cash Conversion Cycle for Indian Oil is on the higher side with an
average of 23.76 days. It means that IOCL have to borrow for 23.76 days to finance its
Holding to lower this CCC even negative to better it Cash Flow position.
48
To Buyers:
Facility of Bulk purchase of lowest competitive price.
Enables buying as & when required
Saves effort involved in tedious & frequent tendering
Just in Time availability of suppliers & inventory management
Availability of quality goods with full quality assurance back-up
Functions:
Quality assurance of products at various stages of manufacture, commissioning &
testing
Preparation of technical specifications for tender enquiry & technical evaluation
of bids
Vendor assesment for placement of contracts and registration
Testing & evaluation of stores
Failure investigation of stores
Development of small scale industries and KVIC units
Quality Audit of supplies at users end
Provides single window service by giving information about DGS&D functions to
84 INDIANOILCORPORATIONLIMITED(IOCL)
Month
2010-11
2011-12
% Increase(Decrease)
April
123.84
176.48
42.51
May
143.04
199.98
39.81
June
149.02
192.26
29.02
July
143.08
243.59
70.25
August
147.71
222.28
50.48
September
166.80
242.80
45.56
October
138.15
219.22
58.68
November
178.70
202.12
13.11
December
193.01
214.90
11.34
January
167.24
166.47
-0.46
February
183.37
187.41
2.20
March
243.85
199.04
-18.38
Total
1977.81
2466.55
Table 10 : Sales in DGS&D Sector for 2010-11 & 2011-12
24.71
85
ANALYSIS:
It can be seen from the above table that the Sales in the DGS&D Sector for Eastern
Region has seen a constant growth in 2011-12 over the previous year. For every month,
except January and March, the sales has increased from 70 to 2%. The overall growth of
sales for the year is also showing positive trend and has a stable growth of 24.71%.
This is mainly due to the excess demand of Lubes and MS/HSD in the Railways and
AirForce.
The drop in Sales in the month of March is due to the stricter credit policy due to the year
Customers
DGS&D
Rly
Army
Air Force
DGBR
April
8.74
100.48
17.75
42.36
7.42
May
15.58
105.40
21.92
43.61
13.22
June
16.03
109.85
24.71
34.21
7.46
July
17.21
132.86
24.55
43.60
25.36
August
14.47
115.72
24.82
40.02
27.79
September
23.94
118.34
28.61
50.92
20.46
October
15.85
117.68
24.40
40.29
21.00
November
18.64
91.54
23.33
45.94
22.67
December
19.88
114.28
25.15
35.06
20.53
January
18.86
92.22
16.73
22.69
15.97
February
11.81
100.61
20.32
23.70
30.95
5.68
125.72
25.69
22.35
19.60
186.69
1,324.70
277.98
444.75
232.43
Month
March
Total
Particulars
Opening Balance
Current Months Sales
Total(A)
Collection(B)
Outstanding (A-B)
DGS&D
Rly
Army
Air Force
DGBR
Total
18.57
24.25
14.01
51.01
125.72
176.73
146.22
17.45
25.69
43.14
32.35
25.46
22.35
47.81
28.09
44.14
19.60
63.74
34.24
156.63
199.04
355.67
254.91
10.24
30.51
10.79
19.72
29.50
100.76
5.68
Particulars
Sales
Outstanding
Outstanding as % of
Sales
DGS&D
Rly
DGBR
Total
186.69
1324.7
277.98
444.75
232.43
2466.55
10.24
30.51
10.79
19.72
29.50
100.76
5.49
2.30
3.88
4.43
12.69
4.09
87
average.
From this it can be inferred that the Government has fixed different credit fecilities for
88 INDIANOILCORPORATIONLIMITED(IOCL)
The Average Collection Period for DGS&D can be calculated by the following
formula:
Average Collection Period= Total Outstanding / Daily Sales
Where, Daily Sales= Current Month Sales / Number of Working Days in a Month
Considering 26 days a month the Average Collection Period for Railways for month of March is
Daily Sales=125.72/26
= 4.835
DGS&D
Rly
Army
Air
Force
31.37
14.57
20.51
13.55
132.49
20.68
24.88
10.83
22.33
37.94
91.41
20.31
33.66
12.77
23.18
21.49
88.42
20.34
27.68
13.68
22.08
16.66
39.50
18.74
40.82
16.23
29.83
19.55
20.22
20.47
32.58
10.16
18.40
13.66
25.50
15.38
21.15
16.13
22.14
14.89
28.81
22.63
42.21
14.03
23.47
15.21
34.42
20.28
33.58
11.87
23.33
16.27
31.79
17.84
38.04
16.05
26.08
27.57
50.59
24.44
40.85
13.18
22.33
27.93
37.08
21.73
March
46.87
6.31
10.92
22.96
39.13
13.16
Total
17.11
7.19
12.11
13.83
39.60
12.75
Customers
DGBR
Total
Month
April
May
June
July
August
September
October
November
December
January
February
Fig. 21: Comparison of IOCL`s ACP of DGS&D (ER) with Overall ACP for 2011-12
ANALYSIS:
From Table 14 , we can see that the Average Collection Period for the DGS&D customer
is 12.75 days, i.e. 13 days approximately which is much higher than the Overall average.
Fig. 21 shows the deviation of the ACP of different DGS&D customers from the Overall
Avearge of 7.53. This shows that there is a huge deviation for DGBR and Airforce and
other DGS&D. This has effected the liquidity of the Company and created a cash flow
problem.
For most of the DGS&D customers the negotiated credit period varies from 15, 30 to 60
days . so the ACP is high in their cases. From that perspective it can be said that the
90 INDIANOILCORPORATIONLIMITED(IOCL)
Sales and Outstanding of Non DGS&D Customers till 31 March 2011 (ER):
Customer
Outstanding(in Crs)
%
Fertilizer
3908.78
56.85
1.45
Steel Plant
1523.74
20.40
1.34
Power House
1296.28
20.87
1.61
152.68
2.49
1.63
Shipping Comapny
31.10
0.63
2.03
LPG
31.89
0.51
1.60
292.67
4.84
1.65
21.91
0.27
1.23
4015.57
68.51
1.71
14372.75
140.65
0.98
Aviation
Export
Navy
R/O Agency
Others
Total
25647.37
316.02
Table 15 : Sales and Outstanding of Non DGS&D Customers till 31 March 2011 (ER)
ANALYSIS:
From the Table 15 it can be seen that about 56.03% of the Total Sales in the Non
DGS&D sector comes from the Other Customers but they contribute only 44.50% in the
total Oustanding in the same.So the Outstanding from the Non DGS&D sector from the
Other companies is only .98% of the Sales in the same which is a good indication.
Overall it can be seen that only 1.23% of the total Sales in this sector is Outstanding
amount which reduces the chances of bad dedt and indicates the efficient collection
procedure of IOCL.
91
1.23
Period(Days)
Fertilizers
Steel Plant
Power House
Aviation
Shipping Co.
LPG
Export
Navy
RO/ Agency
Others
4.58
4.22
5.07
5.13
6.38
5.03
5.20
3.88
5.37
3.08
2007-08
27.35
32.78
36.63
48.46
36.31
13.35
11.14
9.96
7.53
10.50
53.18
57.96
60.70
51.96
55.95
6.86
6.30
6.01
7.03
6.55
64.71
70.75
75.65
101.98
78.27
Period(Days)
5.64
5.16
4.83
Table 17: Comparison DTR and ACP of IOCL with HPCL and BPCL
3.58
4.80
IOCL
HPCL
Average Collection
Period(Days)
BPCL
Average Collection
ANALYSIS:
Fig. 23: Comparison DTR and ACP of IOCL with HPCL and BPCL
93
The Average Collection Period has continuously decreased for IOCL and BPCL over the
period of 2007-08 to 2010-11 whereas it has incresed for HPCL in the year 2010-11 after
Moreover the decrease in the Collection Period for IOCL is more acute than its
counterpart BPCL. For IOCL the ACP has decreased almost 43% which shows that
IOCL has a better collection procedure and credit policies than its competitors.
The situation is a little alarming for HPCL because the ACP has increased 17% in the
However the average of ACP for IOCL is maximum among the chosen 3 comapanies
putting BPCL at rank1 followed by HPCL and IOCL. But the Average is definite going
to decrease over the years with the present collection procedure which IOCL is following.
2007-08
2008-09
IOCL
3.66
3.05
2.73
2.06
2.88
HPCL
1.88
1.73
1.65
1.92
1.79
BPCL
1.55
1.41
1.32
0.98
Table18 : Debtors as a percentage of Gross Sales for IOCL, HPCL and BPCL
1.32
Company
the positive side of it is that it is constantly coming down. Even in the year 2009-10
which was a year a great turmoil they maintained a low debtor percentage of 2.73.
94 INDIANOILCORPORATIONLIMITED(IOCL)
LIQUIDITY ANALYSIS:
Company Ratios
IOCL
HPCL
BPCL
2007-08
Current Ratio
1.42
1.31
1.50
1.25
1.37
Quick Ratio
0.48
0.48
0.60
0.55
0.53
Cash Ratio
0.02
0.03
0.02
0.02
0.02
Current Ratio
1.38
1.13
1.55
1.36
1.36
Quick Ratio
0.40
0.33
0.38
0.45
0.39
Cash Ratio
0.01
0.01
0.02
0.05
0.02
Current Ratio
Quick Ratio
1.41
0.45
1.21
0.44
1.35
0.62
1.19
0.66
1.29
0.54
Cash Ratio
0.05
0.08
0.07
0.03
0.06
ANALYSIS:
Fig.24 :Line graph comparing Current Ratio and Quick Ratios of IOCL, HPCL and BPCL
95
The Current Ratio and the Quick(Acid Test) Ratio for all the 3 Companies is
showing a fluctuating trend over the years.
The year 2008-09 had shown a decrease in the Current Ratios for all the
companies whereas the year 2009-10 showed a sharp increase in the same. But for
resulted in larger inventory for all the companies specially for IOCL.
For IOCL, though the Current Ratio increased sharply in the year 2009-10, the
Quick ratio rise was less. This indicates that the inventory has increased
drastically in this year. From the balance sheet it can be seen that the inventory
has increased by 25.25% in this year. Parallaly the loans and advances had also
increased by 129.1% in the same year. This abrupt rise is because IOCL received
behind it is the rise in the grant of loans to other companies which was considered
as good.The Cash Ratio is more or less constant for the chosen companies and
among the 3 BPCL maintains a higher cash and bank balances which is a good
Ratio is also on the higher side. But in comparison with size of Sales of IOCL it
has maintained a stable ratio. But there is a chance of improvement in controlling
the Inventory and the Debtors for IOCL which can improve their liquidity
position more.
CASH CONVERSION CYCLE:
96 INDIANOILCORPORATIONLIMITED(IOCL)
Particulars
(in Days)
2007-08
2008-09
2009-10
2010-11
Average
7.47
6.89
6.47
7.48
7.08
41.90
35.37
45.49
29.34
38.03
26.74
19.11
26.10
18.84
22.70
22.63
23.15
25.86
17.98
22.41
Particulars
Days of Sales Outstanding
Days of Sales in Inventory
2007-08
2008-09
2009-10
2010-11
(in Days)
Average
6.14
5.63
5.26
3.85
5.22
42.19
32.10
34.70
18.43
31.85
18.94
23.28
28.31
17.23
21.94
29.39
14.44
11.65
5.04
15.13
PROFITABILITY RATIO:
97
Company Ratios
IOCL
HPCL
BPCL
4.47
5.00
4.51
1.50
3.87
16.89
25.78
24.53
9.84
19.26
11.26
13.69
12.32
4.78
10.51
0.42
2.35
1.17
0.65
1.15
3.26
20.49
10.50
6.64
10.22
5.53
17.81
9.51
4.93
9.45
1.82
4.27
3.92
3.14
3.29
4.45
25.79
22.24
8.28
15.19
2.64
15.27
12.41
5.26
8.89
ANALYSIS:
Fig. 26: Area graph showing Profitability Ratios of IOCL, HPCL and BPCL
Fig.27: Line Graph showing Return on Capital Employedand Return on Fixed Assets
98 INDIANOILCORPORATIONLIMITED(IOCL)
for all the companies, there has been a downward trend for the profit of
all the companies. For IOCL it can be said that there had been a huge fall in the
profitability and hence the Gross Profit Ratio. This is mainly due to a huge rise in the
The Return on Capital Employed is on the very higher side for all the 3 Companies. This
is because all these companies being PSU s a very small portion of the Capital is through
Equity Shares.
The Return on Fixed Assets has been on a comparatively higher position for IOCL than
From
the above
graph we
can see that
after the
year 2008
09 which
showed a
huge rise in
HPCL & BPCL. The main difference in the Fixed Assets of the other two Companies is
the
with IOCL is in the Plant & Machinery. The Plant & Machinery for IOCL is almost 3
times that of the other 2 Companies. This is due to the huge Refineries and Bottling
Plants which IOCL pocess.
So in conclusion it can be said that IOCL has maintained the highest average of Gross
Profit Ratio among the 3 Companies. Though there was a sharp decrease in the
Profitabilty in the Year 2010-11 the situation has completely changed in 2011-12 where
the company has registered a gross profit of 10000 Crores. So in terms of profitability
Gross
Profit
99
The copy of Credit Approval Note should beavailable with the location before
The credit approval, apart from other things must specifically contain the following:
Product to be supplied on credit
Monetary limit of credit. Where the product is to be supplied from more than one
approved limits.
Following is ensured in TDM:
Password security to be maintained and password to be changed periodically.
TDM terminal to be installed in the rooms of the Location in-charge/finance incharge for authorizing exceptional cases instantly and over viewing of
functioning of S&D.
Only Finance in-charge/location in-charge to exersise financial authorization as
in-charge.
100 INDIANOILCORPORATIONLIMITED(IOCL)
Fig.28: Bar chart showing Outstanding and Beyond Credit Outstanding under RSO
101
The Outstanding for the 6 Months from January to June in RSO is analysed in this
Section. It can be seen that the Outstanding in the month February is highest among the
The beyond credit oustanding for the first 3 months is also showing a downward trend
reaching the least in the month of March. This is because of the closing in the month of
March when the Debtors are pushed to make their due payments. All the lagging
outstandings are tried to be cleared in this month. The Private companies are focussed in
this month March and their Outstanding decreased drastically in this month by 42.63%
along with a more or less decrease from all other both Private and Goverment.
But what is alarming in this figures is that the beyond credit outstanding has jumped in
the Month of April to 6.19% from 4.56% in the previous month though the oustanding
has increased minimally by about 19.81%. This may be due to the negligence from the
administration in this month to collect the previous month`s outstanding which was
The situation normalized after April in the months of May and June when the outstanding
increased by 13.87% in May but decresed by 5.46% in the month of June, but for both the
months the beyond credit outstanding decreased to 5.32% and 5.12% repectively.
So in conclusion it can be said that Indian Oil RSO has a highly fluctuating trend of
Outstanding from debtors as well as the Beyond Credit Oustanding which can result into
From Fig. 30 it can be seen that among all the products, Naphtha and FO is showing the
highest Credit Outstanding. This due to the credit policy for this two products where the
Company allows 30 days of credit to the Customers. But the Beyond Credit Outstanding
for this two Products is almost nil for the considered 6 Months. This is a highly positive
sign becuase most of the Naphtha and FO customers belongs from Private-Others
Category.
Almost 99% beyond credit outstanding comes from the Lubes and MS/HSD but
relatively the outstanding figures for these two products are almost half that of FO and
one-third that of Naphtha. The Credit Period for the Lubes is 60 Days for Government
104 INDIANOILCORPORATIONLIMITED(IOCL)
Row Labels
POWER HOUSE-
72.65
44.54
28.12
6.75
0.00
6.75
9.29
0.00
24.00
362.65
174.37
48.08
50.23
0.00
0.00
153.38
140.15
137.43
89.60
26.36
18.89
0.00
147.37
13.60
18.37
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
312.08
147.37
47.22
43.15
7.02
0.00
0.00
0.00
0.00
1.47
1.47
0.04
0.04
2.73
2.73
STEEL PLANTS-PVT
LUBES
13.08
13.08
0.00
0.00
0.00
0.00
POWER HOUSE-PVT
LUBES
2.80
2.80
0.00
0.00
0.00
0.00
8,109.72
119.68
23.63
0.05
0.00
79.21
40.42
0.00
0.00
1.48
0.23
0.00
LPG-PVT
LPG
PRIVATE-OTHERS
BITUMEN
FO
LUBES
MS/HSD
NAPHTHA
P&S OTHERS
RO/AGENCIES
LPG
LUBES
MS/HSD
1,083.42
133.58
36.94
0.00
4.27
564.95
2,618.01
212.99
459.68
4,674.14
121.28
179.56
0.47
19.75
159.34
74.29
0.00
0.00
74.29
37.19
8.79
0.00
0.00
41.37
0.00
0.00
46.62
Grand Total
9,825.36
522.50
5.32
Table 25 :Pivot Table showing the outstanding status Customerwise and Productwise
105
CASE STUDY
106 INDIANOILCORPORATIONLIMITED(IOCL)
passed.
1. M/s Rifle Factory, Ishapore is IOCL`s major Customer under defence category in RSO.
IOCL has All India Rate Contract with Ordnance Factory Board for the supply of various
grades of Lubricants for their 39 Factories. M/s Rifle Factory, Ishapore is one such Unit.
2. IOCL had lodged a claim against their outstanding and M/s Rifle Factory have replied
back that they have no outstanding to IOCL for all the factories.
3. After detailed investigation of all the invoices IOCL have identified the following.
4. M/s Rifle Factory have placed various supply orders on IOCL according to the rate in the
Rate Contract and have made supplies accordingly. However there are certain cases in
which higher rates have been charged and hence those cases have resulted in generation
of non-claimable outstanding in their PAD with IOCL.
5. No Credit Note has been Issued till date for the cases mentioned in the Note.
(in Rs.)
9450
608494467
840
840
3150
9450
9450
9450
9450
3360
9030
420
5040
8400
608494650
612522446
615999647
616000145
616000377
616015743
616159880
619510331
620557593
622284222
Charged
NTV
Applicable
LAV
Invoice
Value(actual)
Correct
Invoice
Difference
45.13
30.94
511009
348790
162219
55.88
42.21
61.04
60.40
59.26
34.66
27.71
37.95
56.96
55.82
56.96
57.37
53.40
38.55
38.55
40.15
44.35
61425
46398
251612
746923
732825
746923
751993
243148
520056
24189
290264
565720
38099
30460
156433
704383
690285
704383
709453
234794
456159
21217
265167
479543
23326
15938
95179
42540
42540
42540
42540
60.4
60.81
55.30
43.95
43.95
43.95
52.32
624393300
TOTAL
Table 26: Invoice Details of M/s Rifle Factory, Ishapore
107
8354
63897
2972
25097
86177
653319
Date
Invc. No.
Charged
Amt.
App.
Amt.
Diff.
Charged App
2.4.2004
605163175
511,009
348,790
162,219
68,237
16.7.2004
608494467
61,425
38,099
23,326
1,365
7,510
21.12.2004
608494650
46,398
30,460
15,938
5,673
150
113
251,612
11.3.2005
615999647
29.11.2005
21.2.2006
13.8.2006
616000145
616000377
616015743
21.5.2007
616159880
16.8.2007
619510331
19.1.2008
46,781 21,455
936
4,658
93
3,724
74
429
2,852
57
1,949
Diff.
19,654
13,415
6,239
6,825
4,233
2,592
5,155
3,384
1,771
39
19,127 11,637
27,957
17,381 10,575
620557593
615
383
233
704,383
42,540
91,325
1,827
86,124
1,722
5,201
104
82,991
78,265
4,727
732,825
690,285
42,540
89,601
84,400
5,201
81,425
76,698
4,727
1,792
1,688
104
91,325
86,124
5,201
82,991
78,265
4,727
1,827
1,722
104
91,945
86,743
5,201
83,555
78,828
4,727
1,839
1,735
104
29,729
28,708
1,021
27,016
26,088
928
595
574
20
63,499
55,697
7,802
57,784
50,684
7,100
1,905
1,671
234
2,953
363
11
2,688
2,357
330
89
2,591
78
35,441
32,377
3,064
32,252
29,463
2,789
1,063
971
92
86,177
61,528
52,156
9,373
62,858
53,283
9,575
653,319
1,846
684,556
1,565
281
602,421 82,134
573,152
746,923
751,993
243,148
24,189
290,264
TOTAL
30,764
Charged App
746,923
520,056
15.2.2011
95,179
Diff.
612522446
9.6.2005
30.8.2011
156,433
Sales Tax(12.5%)
Bill Value
704,383
709,453
234,794
456,159
21,217
265,167
42,540
42,540
8,354
63,897
2,972
25,097
622284222
624393300
565,720
5,492,485
479,543
4,839,166
Table27:Breakup of the invoice of M/s Rifle Factory in ED, Sales Tax and Cess
512,346 60,806
108 INDIANOILCORPORATIONLIMITED(IOCL)
ANALYSIS
SUGGESTION:
The difference in charged NTV and applicable LAV per invoice is having difference on account
of exise (Rs. 82134) and on account of Sales Tax (Rs.60806) ie. Total amount Rs.142940. The
same had been calculated on the basis of the breakup of the pricing. The charged NTV had been
checked with the SAP and found correct. The Applicable LAV had been checked with the
Factory.
BOARD
With refence to IOCL`s rate, a Rate Contract was placed on IOCL on behalf of President
The prices towards the supply of various grades of lubricants and greases was according
The prices were exclusive of Exice Duty@ 16% and Education Cess@ 2% on Exise
Duty.
Sales Tax and other Statutory Levels was paid applicable on the Date of Supply.
The Ordanance Factory was also entitled for an additional Discount of Rs.500 per Kl
109
Conclusion :
The Debtors of IOCL are more or less well managed because though the Sales is
increasing every year the Sundry Debtors are decreasing. So is the Average Collection
can also be reduced which will also help in reducing the CCC of the Company.
In comparison to the competitors like HPCL(6.55 days) and BPCL (4.80 days), IOCL gas
a much higher Average Collection Period of 10.5 days which can be brought down if the
Credit period in the DGS&D in decreased as the ACP of Non DGS&D is well below the
110 INDIANOILCORPORATIONLIMITED(IOCL)
Recomendations:
1. Strict collection procedure should be implemented for the Beyond Credit outstanding
Customers for IOCL. In severe cases Debt Collection Agencies can be implemented to
longer policy
3. Just in Time Inventory mechanism should be followed by IOCL to reduced the
Inventory Holding Period and there-by the CCC of the Company can be decreased
market with Private players like Reliance and Essar Oil entering the scenerio.
5. For better receivable Management, IOCL has to take some Steps:
a. Prices and Discounts should be updated in SAP regularly,so that correct
regulation
6. IOCL buys product at International Prices and it is forced to sell the products to
ratailers and customers at Goverment regulated prices, which is sometimes less than the
purchase prices. All this leads to huge loss to IOCL.Therefore IOCL has to take some
policies:
a. Government should consider the better Pricing Policies to prevent losses.
b. To allow IOCL to control the prices of the Premium Brands. Rates of
the same product. Eg. High rate of LPG cylinders to high income groups and
subsidized rate to low income groups.
111
Limitations:
1. Time is definitely the main Constraint. Time was not sufficient enough to assess all
processes and policies of an organization of the stature of IOCL.
2. Inadequecy of required data is another constraint. In such situations data is taken with
certain assumptions.
3. Even if the actual data can be gathered, it is often against the company policy to
References:
Books:
Khan M.Y. and Jain P.K. (2007), Financial Management, The McGraw-Hill Companies
Pandey I.M.(2008), Financial Management
Weblinks:
http://www.iocl.com
http://www.hpcl.com
http://www.bpcl.com
http://myiris.com/shares/research/motilal/INDOILCO_20100129.pdf
http://www.dart-creations.com/article-tree/dbt/Debt_Collections_Law.html
http://www.profitera.com/pdfs/A%20Formula%20for%20Success_Karl%20Boone_Ian%20Robe
rts.pdf
http://www.articlesbase.com/finance-articles/debt-collection-techniques-420145.html
http://www.feefunding.com.au
http://www.sooperarticles.com/business-articles/things-do-before-selecting-debt-consolidationcompany-60339.html
http://www.magfinancial.com/account-receivable-management.cfm
http://www.indiastudychannel.com/projects/1583-working-capital-management.aspx
http://www.ferret.com.au/c/Business-Diagnostics-and-Solutions/Debtor-Control-n667421
http://www.business.qld.gov.au/dsdweb/v4/apps/web/content.cfm?id=7415
112 INDIANOILCORPORATIONLIMITED(IOCL)