Professional Documents
Culture Documents
On
Working Capital Management
Of
JK TYRE & INDUSTRIES LTD.
Submitted by:
Submitted to:
Neetu Bhadoria Mr. Kuldeep Malik
H.O.D. (Department Of Management)
The City College, Gwalior
DECLARATION
I do hereby declare that the Project entitled “Working Capital Management” is an authentic
work developed by me at JK Tyre and Industries Ltd. under the guidance of Mr. PRAVEEN GUPTA
submitted in partial fulfillment of the requirements for the award of the degree of Master of Business
Administration by the Punjab Technical University, Jalandhar (Punjab), from the Local Centre The
City College, Gwalior
I also declare that, any or all contents incorporated in this Project have not been submitted in any
form for the award of any degree or diploma of any other institution or university.
Dated:
Place: Gwalior (Neetu Bhadoria)
ACKNOWLEDGEMENT
I wish to express my heartiest thanks to thanks Mr. Omkar Singh Chief Manager
(HRD), J.K. Tyres Banmore for providing me the opportunity to undergo training in the
esteemed organization. Under such a nice environment, systematic work approach and target oriented
task management of this division provided me with much desired training experience needed for future.
My special thanks to Mr. Praveen Gupta Sr. manager (F&A), J.K. Tyres
Banmore who accepted me as a trainee in his group and helping in the projects with words of
encouragement and has shown full confidence in my abilities.
I will be failing in my obligation if to not thanks my family for their support and
encouragement.
(Neetu Bhadoria)
PREFACE
As an integral of the course curriculum, all MBA students are required to undergo summer
training in an industry or organization. The main objectives are to supplement Student’s theoretical
knowledge with an exposure to the working environment of an organization.
I have chosen to work with JK TYRE AND INDUSTRIES LTD., Banmore (Dist. Morena, MP)
on the project “Working Capital Management” which provided me with an insight of welfare
activities of the company.
It has been my best effort to present this report in the systematic manner to make dry material
come alive.
NEETU BHADORIA
Contents
Company Profile
JK Tyre
With three plants located in Rajasthan, Madhya Pradesh and Karnataka, JK Tyre is the
largest manufacturer of truck and bus tyres in India. The truck and bus tyres produced account
for nearly 74% of the total tyre business in India, thus giving JK Tyre an undisputed position.
Additionally, JK Tyre is the only manufacturer of truck/ bus steel radial tyres, and the second
largest manufacturer of 4-wheeler tyres in the country.
Also, JK Tyre is the largest exported tyre brand from India. It was awarded the
CAPEXIL's Highest Export Award for 1997-97 by FIEO. It enjoys preferred premium brand
status in Truck Bias market in USA and across many markets in Africa, Middle East and South
East Asia.
History of JK Tyres
CORE VALUES:
JK Organization has been a forerunner in the economic and social advancement of India. It always aimed at
creating job opportunities for a multitude of countrymen and to provide high quality products. It has striven to
make India self reliant by pioneering the production of a number of industrial and consumer products, by
adopting the latest technology as well as developing its own know-how. It has also undertaken industrial
ventures in several other countries.
JK Organization is an association of industrial and commercial companies and charitable trusts. Its member
companies, employing nearly 50,000 persons are engaged in the manufacture of a variety of products and in
diverse fields of commerce.
Trusts are devoted to promoting industrial, technical and medical research, education, religious values and
providing better living and recreational facilities. With the spirit of social consciousness uppermost in mind,
J.K. Organization is committed to the cause of human advancement.
1933 First in India to manufacture Calico Prints- Juggilal Kamlapat Cotton Spinning and Weaving Mills
Co. Ltd., Kanpur.
1940 First in India to manufacture steel Bailing Hoops for jute and cotton and to make the country self
sufficient by meeting the entire demand-J.K. Iron & Steel Co. Ltd., Kanpur.
1944 First in India to produce Aluminium virgin Metal from Indian Bauxite-Aluminium Corporation of
India Ltd., Jaykaynagar.
1949 First in India to manufacture Engineering files- J.K. Engineers ‘Files, Bombay.
1960 First to manufacture a Hydraulically Operated Cane Crushing Mill for Khandsari Sugar Plant and
completed 100 ton plant-J.K. Iron & Steel Co. Ltd., Kanpur.
1961 First in world to set up a plant for production of Hydrosulphite of soda by Sodium Amalgam
Process- J.K. Chemicals Ltd., Bombay.
1965 First to produce Sodium Sulphoxylate Formaldehyde (Rangolite C of Formosul) in India - J.K.
Chemicals Ltd., Bombay
1968 First to manufacture TV Sets in India- J.K. Electronics, Kanpur. First to manufacture Metallic Cops
for Synthetic Filament yarn industries in India- Syntex tube works, Kanpur.
1973 First in India to license Synthetic Fibre Technology to third party as well as the first to manufacture
Synthetic Fibre Machinery Fibretech Engineers & Manufacturers, Dadri.
1976 First in India to produce steel belted Radial Tyres for passenger cars, trucks and buses- J.K. Tyre
Plant, Kankroli.
1980 First in world to make Steel Belted Radial Tyres for three wheelers- J.K. Tyre Plant, Kankroli.
1984 First in India to produce white cement through dry process- J.K. White cement. Gotan.
1985 First in India to produce Cathonic Dyeable Polyester Fibre- J.K. Synthetics Ltd., Kota.
First in India to produce Nylon Tyre Cord based on Spin Draw Technology- J.K. Synthetics Ltd.,
Kota.
1989 First in India to produce magnetic tapes with cobalt technology J.K. magnetics, Surajpur.
1991 Banmore Tyre Plant (BTP) set-up with a capacity of 5.7 lacs tyres p.a.
1996 India's first dual contact high traction steel radial- aquasonic launched.
HASETRI became the first research institute in Asia to get ISO 9002.
In what is being considered as a landmark decision in the highly competitive Indian tyre industry, the
Advertising Standards Council of India (ASCI) has upheld JK Industries Ltd's claim of being India's No 1 tyre
manufacturer in the four-wheeler tyre segment, reaffirming JK's leadership position in the market.
Expressing his happiness over ASCI's judgement, JK Tyre marketing director T K Banerjee says: ''This is a
fabulous example of why all of us need to have faith in bodies like ASCI. We believe that the process of self-
regulation in Indian advertising is working for both companies and agencies. We also hope that this would
encourage various players to bring superior technology and consumer service standards and claim leadership in
a more healthier and competitive manner.''
The case was started when few competitors filed a complaint with ASCI against JK Tyre's print advertisement,
in which JK Tyre announced its numero uno position in the four-wheeler tyre segment, quoting production
figures compiled by Automotive Tyre Manufacturer Association and other authentic industry sources.
But the competitors contradicted the claim, stating the fact that market figures from a company's annual report
should be used as authentic data to claim one's leadership, not the production figures.
But ASCI considered the case at the Consumer Complaints Council on 23 May 2002 and upheld JK Tyre's
contention that production figures, as compiled by authentic industry sources and used by JK Tyre to claim its
leadership, is a valid and applicable comparison platform.
Hence, JK Tyre's claim as No 1 tyre manufacturer in India is a perfectly valid and correct statement. This also
reflects ASCI's agreement to JK Tyre's viewpoint that figures, as stated in the one's annual report, could actually
be misleading and could include revenues from non-tyre-related businesses also.
JK Tyre, pioneers of radial technology in India, is today India's largest manufacturer of tyres in the four-wheel
segment, including tyres for trucks and buses, LCVs, passenger cars, jeeps, tractors, ADVs and OTRs. After 25
years of pioneering world-class technologies in India, JK Tyre has recently launched the country's first eco-
friendly coloured tyres as well as steel-belted tractor rear radials.
Mission & Vision
Vision:
To be amongst the most admire companies in India committed to be excellence.
Mission:
a. Be a customer obsessed company
b. No.1 Tyre brand in India
c. Deliver enhanced value at all stakeholders
d. Most profitable Tyre Company in India
e. Enhance global presence through acquisition
f. Motivated and committed team development for high performance organization
c. Marketing Strategy
Strategic thinking is key to the evolution of successful marketing strategies of JK tyre. This involves the
following analyses:
Identification of market opportunity is critical before the management of affirm takes a decision to launch or
diversify in any product area. This involves analysis of the following:
Size of the market
Marketing strategies and the extent and quality of services rendered by other firm in the industry.
Market programmed required to satisfy market wants
Identification of key success factors in an industry and linking them to a firm’s strengths and weakness
Market opportunity
a. Size of the market
b. How well the market is served
c. Prospective inches
d. Marketing mix required to succeed
e. Core competencies required
Demand
Trade
Condition
analysis
s
Market opportunity
Size of the market
How well the market is served
Prospective inches
Marketing mix required to succeed
Core competencies required
The adequate stock of working capital makes it possible for a concern to purchase the trading goods in
cash and cash purchase always carries the benefit of getting cash discount.
A strong working capital base is probably the only remedy to overcome the odd situations like dull
market conditions, scarcity of raw materials and other components in case of any emergency, sudden
market fluctuations, etc.
A business concern can exploit the market opportunities with the help of adequate working capital.
The regular flow of adequate working capital makes possible efficient use of fixed assets, reduces
wastage, ensures quick replying of current assets, and establish a well- tuned working environment.
A quick rotation of working capital cycle and an efficient management of working capital reduce cost
and increases production and sales. The combined effect of all these favorably add to the profitability of
the concern.
The adequate amount of working capital and its quick rotation increases profit. The rate of dividend of
the shareholders also increases as a result of such increase in profit.
Sufficient working capital helps in research and development to face the present era of cut throat
competition and quick technological advancement.
PRODUCTION CYCLE:
Another factor which has a bearing on the quantum of working capital is the production cycle. The term
“production or manufacturing cycle” refers to the time involved in the manufacture of goods. It covers the time-
span between the procurement of raw materials and the completion of the manufacturing process leading to the
production of finished goods. To sustain such activities the need of working capital is obvious.
BUSINESS CYCLE:
The working capital requirements are also determined by the nature of the business cycle. The variations in
business conditions may be in two directions:
(i) upward phase when boom conditions prevail
(ii) downward phase when economic activity is marked by a decline. During the upswing of the business
activity the need of working capital is more as opposed to the downward phase of the business.
PRODUCTION POLICY:
The requirement of working capital also depends on the production policy of the firm. In manufacturing
concerns having mostly seasonal demand for the product the production policy is a significant determinant of
working capital.
DIVIDEND POLICY:
The payment of dividend consumes cash resources and, thereby, affects working capital to that extent.
Conversely, if the firm does not pay dividend but retains the profits, working capital will increase.
DEPRECIATION POLICY:
Depreciation policy also exerts an influence on the quantum of working capital. Depreciation charges do not
involve any cash outflow. The effect of depreciation policy on working capital is, therefore indirect.
At DSP depreciation is provided on straight line method at the rates specified in schedule- XIV to the
companies act, 1956. However where the historical cost of the depreciable asset undergoes a change, the
depreciation on the revised amortized depreciable amount is provided prospectively over the residual useful life
of the asset based on the rates specified in schedule- XIV to the companies act, 1956. Depreciation on assets
installed/ disposed off during the year is provided with respect to the month of addition/ disposal thereof.
CURRENT ASSETS:
The list of current assets comprises inventories (including raw materials, work-in-progress and finished goods
and spares), sundry debtors including receivables, readily realizable securities and tax reserve certificates, short-
term investments, accrued incomes, prepaid expenses (not in the nature of deferred charge), cash at bank, and
cash in hand.
In Durgapur Steel Plant current assets are:
Inventories (stores & spares, raw materials, semi-finished products)
Sundry debtors
Interest receivable/accrued
CURRENT LIABILITIES:
The list of liabilities includes trade creditors, accounts payable, outstanding or accrued expenses, bank
overdraft, outstanding liabilities, short-term loans and borrowings and certain obligations including different
provisions, i.e., provision for taxation, proposed dividend etc.
In Durgapur Steel Plant current liabilities are:
Sundry creditors
Security deposit
The length of the production cycle or work-in-progress, i.e., the time taken for conversion of raw materials
into finished goods.
The length of the Sales Cycle during which finished goods are to be kept waiting for sales.
Stock Turnover Sales/Inventory =X days On average, you turn over the value of
Ratio(in days) your entire stock every x days. You may
need to break this down into product
groups for effective stock management.
3. Excessive working capital makes management complacent, which degenerates into managerial
efficiency.
4. Tendencies of accumulating inventories to make speculation profits grow this may tend to make
dividend policy liberal and difficult to cope with in future when the firm is unable to make
speculative profits.
1. It stages growth and become difficult for the firm to undertaken profitable projects for non-
availability of working capital funds.
2. It becomes difficult to implement operating plans and achieve the firms profit target.
4. Fixed assets are not efficiently utilized for the lack of working capital funds thus the firms
profitability would deteriorate.
5. Paucity of working capital funds renders the firm unable to avail attractive credit opportunities
etc.
6. The firm losses its reputation when it is not in position to honor its short term obligation as
result the firm faces tight credit terms.
Thus, enlightened management should therefore maintains a right
amount of working capital on a continuous basis which helps to develop the organization effectively
and efficiently.
2. Working capital management requires much of the finance management time as it represent
larger position of investment in assets.
4. All precautions should be taken for the effective and efficient management of working capital.
5. Larger firms have to manage their current assets and current liabilities very carefully and should
see that the work should be done properly in order to achieve predetermined organization goals.
6. The financial manger should pay special attention to the managements of current assets on
continuing basis.
CHAPTER –V
DATA ANALYSIS & INTERPRETATION
BALANCE SHEET AND PROFIT AND LOSS ACCOUNT
CALCULATION
=
FINDINGS