KERAFED Study

Organization study at KERAFED
CHAPTER-1 INTRODUCTION
INTRODUCTION
An organization is viewed as a group of persons formed to seek certain goals. Each and every organization has its own importance in the wealth of the nation. Different organization meets different products and services. In this fast changing business scenario it is imperative for every aspirant of business to have a vivid understanding of the functional application of the new age business
The organization study undertaken as a part of the curriculum was done at T he Kerala Kerakarshaka Sahakarana Federation Ltd (KERAFED), Thiruvananthapuram. This study provides an opportunity to expose to an industry/ organization and its operational conditions. This study also aims at having a better understanding of various departments and its functioning
This report consists of a detailed study of the history of the company, product profile, organizational hierarchy, various departments and their functioning etc. This study proved too fruitful by familiarizing us to the organization and at the same time it also helped to create practical awareness
The KERAFED was selected for undergoing organization study for the following reasons It is a co-operative federation of the coconut farmers in Kerala The largest producer of coconut oil in India It strengthen the co-operative movement It is the single largest producer of copra/coconut
It increases the income of 29 lakhs farmers families and create employment opportunities in the industrial sector
1OBJECTIVES OF THE STUDY
To get practical exposure to the organization To understand the organization structure of KERAFED To do an internal study about the working and functioning of the organization To get an idea about the various department and functional areas in the organization To get an idea about the work culture in the organization To study the product profile and get idea about the various products offered To study the communication network in the organization METHODOLOGY The study was conducted using the method of interview and observation and also made use of the primary and secondary data Primary data Primary data is collected throughobsevation or through direct communication with resondentsin one form or another or through personal interviews. The formal and informal interviews with Managers and Department heads, employee Direct observation
Secondary data
Secondary data are those which have been collected by someone else and which have already been passed through statistical process. The secondary data were collected from Company records Journals Annual report. Website
SCOPE OF THE STUDY The study restricted to the functioning of KERAFED, Head Office, Vellayabalam, and Thiruvananthapuram. The study gives a detailed knowledge about the different functional areas like finance, marketing, operations and their functions The study covers the various aspects of kera industry and the different functioning of KERAFED. The main topic include the following Profile of the kera industry Company profile Product profile Functioning of various departments Findings&suggestions SWOT analysis Porters Five Force Model PESTLE Analysis
LIMITATION OF THE STUDY The study was limited, because the time period allotted was not sufficient to conduct a thorough study on the functioning of the organization. The employee of the various department were not able to spend enough time in explaining the functions of their department, as it affected their work schedule. Respondents were reluctant to reveal complete details. This lack of knowledge of the respondents and the bias of them has acted as a hindrance to the study
CHAPTER II INDUSTRY PROFILE
THE HISTORY OF EDIBLE OIL INDUSTRY

Vegetable fats and oils are lipid materials derived from plants. Physically, oils are liquid at room temperature, and fats are solid. Chemically, both fats and oils are composed of triglycerides, as contrasted with waxes which lack glycerin in their structure. Although many different parts of plants may yield oil,[1] in commercial practice, oil is extracted primarily from seeds. Vegetable fats and oils may be edible or inedible. Examples of inedible vegetable fats and oils include processed linseed oil, tung oil, and castor oil used in lubricants, paints, cosmetics, pharmaceuticals, and other industrial purposes
Vegetable oil economy deals with the potential of vegetable oil to replace fossil fuels in the economy and how it compares to other potential replacements, including renewable electricity. Vegetable oils are the basis of biodiesel, which can be used like conventional diesel. Some vegetable oil blends are used in unmodified vehicles, but straight vegetable oil needs specially prepared vehicles which have a method of heating the oil to reduce its viscosity and surface tension. Another alternative is vegetable oil refining
The availability of biodiesel around the world is increasing, although still tiny compared to other fossil fuel sources. There is significant research in algaculture methods to make biofuel from algae.
Concerns have been expressed about growing crops for fuel use rather than food and the environmental impacts of large scale agriculture and land clearing required to expand the production of vegetable oil for fuel use. These effects/impacts would need to be specifically researched and evaluated, economically and ecologically, and weighed in balance with the proposed benefits of vegetable oil fuel in relation to the use of other fuel sources.
INDIAN EDIBLE OIL INDUSTRY
Oilseeds and edible oils are two of the most sensitive essential commodities. India is one of the largest producers of oilseeds in the world and this sector occupies an important position in the agricultural economy and accounting for the estimated production of 28.21 million tones of nine cultivated oilseeds during the year 2007-08. India contributes about 6-7% of the world oilseeds production. Export of oil meals, oilseeds and minor oils has
increased from 5.06 million Tones in the financial year 2005-06 to 7.3 million tons in the financial year 2006-07. In terms of value, realization has gone up from Rs. 5514 cores to Rs.7997 cores. India accounted for about 6.4% of world oil meal export
Climatic conditions in India favor growing a variety of oilseeds. On the demand side, a growing population and vastly varied dietary habits have ensured a thriving market for edible oil in the country. In fact, there is a substantial demand overhang, which is expected to continue for some years. At present, this is offset by imports that cater to almost half of the total domestic consumption. With cheap imports threatening to cripple the domestic industry, the government is walking a tightrope between filling the demand .Supply gap and the political need to keep the domestic industry in good health. Unorganized, medium and small players dominate the industry. Hence, quality remains a concern. There is need for better regulatory control to protect consumers. An average Indian's yearly edible oil requirement has gone up from 7.0 kg in 1996-97 to 11.8 kg in 2000-01. Despite the variety of oilseeds grown in India, the country imports a substantial quantity of edible oil, which also works out cheaper. Allied factors contributing to imports are the higher cost of cultivation in India and uneconomic oil extraction systems.
Oilseeds in India account for around 5.0 percent of the Gross National Product (GNP) and 14.0 percent of the country's area under cultivation of crops. Castor, Groundnut, Linseed, Niger, Rapeseed, Mustard, Safflower, Sesame and Sunflower are some of the major oilseeds grown. India produces 10 percent of the world's oilseeds, but has a low
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productivity of around 850-900 kg per hectare (compared to a world average of around 1,100-1,350 kg per hectare). The amount of oil extracted from the seed varies with the type and quality of seed. In many cases, the oil recovery rate is upwards of 30.0 percent with Sesame accounting for a high 45.0 percent. Domestic consumption of edible oils has been growing at 4.0-5.0 percent a year. The consumption in 2001-02 was around 25.75 million tons. Non-packaged oils account for nearly 50.0 percent of consumption in both urban and rural markets. In the remaining 50.0 percent contributed by packaged oils, branded oils constitute a small portion of approximately 10.0-15.0 percent.
Major Features of Edible Oil Economy
There are two major features, which have very significantly contributed to the development of this sector. One was the setting up of the Technology Mission on Oilseeds in 1986. This gave a thrust to Government's efforts for augmenting the production of oilseeds. This is evident by the very impressive increase in the production of oilseeds from about 11.3 million tons in 1986-87 to 24.8 million tons in 1998-99. There was some setback in 1999-2000 because of the un-seasonal rain followed by inclement weather. The production of oilseeds declined to 20.7 million tons in 19992000. However, the oilseeds production went up to 27.98 million tons in 2005-06 and was 24.29 million tons during 2006-07 oil years. As per the 3rd advance estimate by Ministry of Agriculture dated 22.4.08 the production of nine major oilseeds is estimated to be about 28.21 million tons during 2007-08. The other dominant feature which has had significant impact on the present status of edible oilseeds/oil industry has been the programmed of liberalization under which the Government's economic policy allowing greater freedom to the open market and encourages healthy competition and self regulation rather than protection and control. Controls and regulations have been relaxed resulting in a highly competitive market dominated by both domestic and multinational players.
3 COCONUT OIL INDUSTRY
THE WIRLD SCENARIO
Globally 5.5 million tones of coconuts are produced annually. Indonesia, Philippines and India are the top three leading producers of coconut oil, with the production share 27%, 23%, 22% respectively and thgetheraccount for the 75%of the world coconut production 3.5 million tones of coconut oil is produced annually around the world.Annually around 2lakhs tones raw copra, 1lakhstonne meal and 3.5 lakhs tones Coconut Oil is traded world wide
THE INDIAN SCENARIO
India ranks first in the production of coconut in the world with an estimated production of 1 lakhs tones from an area of 19, 00,000 liters which is 24.5%of the world population and 15.5%of the area at the global level. The bulk of the coconut in India is in the state of Kerala followed by Karnataka, Tamilnadua and Andria Pradesh. The crop is grown in 17 states and 3 Union territories in India. Even though India is the second largest producer of coconut, India imports around 2000-7000 of Crude Coconut Oil THE STATE SCENARIO
The major Coconut growing state in India is Kerala with an estimated area of 905.5 thousand metre and production of 5338.0 million nuts. The socio-economic development of Kerala is much dependent on the fortunes of coconut crop. Coconut accounts for the 9.29% of the other total income and 26.2% of the total agricultural income of the state. The important players in the branded oil segment being KERAFED with its brand KERA which is the largest selling brand in Kerala, other players include KDF Nirmal, KPL Sushi, and KKD Parisudham etc. The branded oil consumption in larger in Urban areas as
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compared to rural areas. The sale of the Branded Oil are more in districts of Eranakulam, Trivandrum and lesser in areas like Calicut , Malappuram
In India vegetable oil is derived from four sources The cultivated oil seeds such as ground nut, mustard, soya bean, sunflower castor and linseed-considered as non edible Perennial oil bearing material such as coconut and palm oil Derived oil bearing materials such as cotton seed, rice bran Oil seed of forest and tree origin such as sale mahua, karang, kusum etc Coconut oil can be considered as raw material for dietary, cosmetics, pharmaceutical, medical, energy and other industrial uses
The progress of the Indian coconut sector during the last two decades can be classified into three distinct categories. First is the progress achieved in extending the cultivation of the crop is more areas both in traditional and non- traditional areas? Second is the increase in area, production and productivity of coconut in the country with the regress in the consumption of coconut oil in both edible and non-edible sector which warranted the need for the development of board based processing technologies for the sustainable growth of the industry. Third is the problem of low income from the coconut holding due to the price fluctutations, decline in the prices of coconut and its product which necessitates the need for the development of appropriate coconut based farming system to enhance the farm level income. The stiff import duties imposed in the edible oils and restricted import of the coconut products played an important role in keeping the domestic price high. Hence the structured rigidities in the coconut industry have been keeping a hold in its performance. The industry has not able to unleash its truth potential mainly because of its oil driven market. However by realizing the imperative need to become competitive, the industry in now undergoing modernization, product diversification and byproduct utilization and restricting process. Consumer demands for
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varied high value coconut products are tremendously increasing and hence the domestic industries have become vibrant. This in turn would help in making the industry globally competitive
Consequent to the liberalization of the Indian economy, the domestic industry has not been catching up commensuration with the growth of other world leaders like Philippines, Indonesia, Thailand and Silence. However, new vistas could be opened up in value addition and products development due to the timely inventions and concerted efforts of the organizations like Coconut Development Board, Central Plantation Crops Research Institute, Defense Food Research Laboratory, Regional Research Laboratory, SAU etc by development and infusion of appropriate technologies which have resulted in value addition in coconut and emergence of variety of products in edible and non- edible sector
The economic globalization has made possible the integration of various regional markets into world market encompassing the entire globe within its sphere. New coconuts products from elsewhere in the world have been found prominent place in the product profiles of the food chain market in the country. In pursuit of making the Indian coconut products accessible to consumers across the world, there have been significant changes in the domestic market in terms of product development and deep market integration. Viable processing technologies are now ingeniously available in the country for manufacture of varied products based on coconut kernel, coconut water, husk, shell and coconut stem. The potential of coconut palm as a source of renewable energy is also being recognized
Now the coconut industry of India is in a convenient status. India accounts for 22.34 % of the worlds coconut production and is one of the major players in the worlds coconut trade. Currently the crop is grown in 1.91 million hectares with an annual
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production of nearly13000 million nuts. Copra processing, coconut oil extraction and coir manufacturing are the traditional coconut based industry in the country. The price of the coconut in the country depended on the prevailing price of coconut oil which is characterized by recurring violent fluctuations. The behavior of coconut oil price is relatively depended on overall supply of oils and fats in the country. The fluctuation in the of the coconut oil simultaneously reflects on the price of coconut. The volatile price situation often ends in the negligence of the coconut gardens, leading to attack pests and disease and low productivity. Of the range of ways, promoting cost effective coconut based farming system, product diversification and value addition play a crucial role in the stabilization of the coconut oil driven domestic market and is essential for reorienting and engineering the Indian coconut industry cost effective and globally competitive
There has been a well defined network in the country to undertake R&D of coconut. The State Agriculture Universities, ICAR Institutes, Agricultural/Horticulture Department of State/Uts, organizations like NAFED, KERAFED. MARKETFED etc and private institutions contribute to the pursuit of the research and development process of coconut in the country
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CHAPTER -III COMPANY PROFILE
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KERAFED is an apex body of the co-operative society involving coconut farmers of Kerala, assisted by the Government of Kerala. It is registered under the Kerala State Cooperative Societies Act. The primary objective of KERAFED is to organize coconut growers by bringing them under the co- operative umbrella and to provide them with supplies and services to augment their income base by increased productivity and value addition, this is proposed to be achieved through an integrated system of production, procurement, storage, processing, product diversification and marketing of coconut and coconut products, at prices remunerative to producers and acceptable consumers
On the production enhancement side KERAFED co-ordinates and carries out extension activities such as laying out demonstration farms, farmers training, exhibitions, seminars, distribution of leaflets and bulletins and ensure supply of production inputs. The specified mobile terms govern this. All the activities on production enhancement, procurement and marketing of coconut/copra from producers are proposed to be carried out through 900 selected Primary Agricultural Credit Co-operative Societies which form an integral part of the activities of the federation. Education of co-operative personnel, assistance for processing, storage and management along the strengthening of the share capital base to augment trading capability are some of the Co-operative Development Activities
KERAFEDs first product was KERA brand coconut oil. The federation started commercial production in 1993. The project also envisaged the strengthening of over 900 selected primary agricultural credit societies financial and other infrastructural facilities. Under this integrated development programmed, KERAFED has implemented two copraprocessing plants
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KEAFEDs first copra processing plant was commissioned in Adhinadu near to Karunagapally, Kollamdistrict in April 1991 and is one of the most modern plants in India. The plant has an installed capacity of 200 TPD and is equipped with state-of the art machinery to produce and bottle coconut oil of a superior quality
The KERA brand coconut oil id produced from the copra of the finest quality, directly procured from the coconut growers in Kerala The land of coconut, through Primary Agricultural Credit Societies (PACS) affiliated with KERAFED. The copra thus procured is processed using the most modern technology. In the selection and processing of copras, KERAFED employs strict quality control measures to ensure product superiority and purity. KERA is produced by using a unique two stages filtering process to retain the original aroma and flavor of the coconut oil for a long period
KERA Brand of coconut oil is known for its quality, purity, longer shelf life and reasonable price. Its quality is conformity with the grade specifications laid down by the Bureau of Indian Standard vide ISO: 542-1968. Certificate of Authorization to grade KERA coconut oil under AGMARK has also been obtained. KERA is available in HDPE bottles of 100ml, 200ml. 500ml. OET bottles 1000ml and polythene pouches of 500mland 1000ml. The raw material used for these packings are of virgin/food grade approved by CFTRI, Mysore/other Government approved agencies. Secondary packing is done using 3/5ply corrugated cartons, as per specifications
MOTTO To get support of coconut farmers. Distributing or providing healthy coconut oil to consumers
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VISION To become the single largest Procurement agency of Copra and the biggest Coconut Products manufacturing Company in India
MISSION
Being the number one producer of the best quality coconut oil. It aims at the following areas Business Customer relation Innovation Social sector
OBJECTIVES OF KERAFED
To reduce edible oil imports To provide an impulse effect on internal production on coconut To provide the agricultural potential of Kerala State To strengthen the co-operative movement To secure the marketing of coconut and its by- products, thereby assuring economic prices to the growers To establish and manage infrastructure facilities for production and supply of inputs and processing, manufacturing and marketing of products and by products of coconut palm To undertake research and development activities on production, processing and marketing
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FARMER FRIENDLY ORGANISATION For over 29 lakhs coconut farmers in the state, KERAFED has been a beacon although offering them attractive support prices for coconut and copra during unfavorable market conditions, procuring copra under the price support scheme on behalf of NAFED, Government of India an rendering value added services to enhance their earning through improved productivity and by assisting them in production and procurement. Apart from these, Federation organizes periodic extension activities to help farmers, like demonstration farms, training camps and seminars. Also KERAFED reimburses the expenses for the establishing copra driers, through the primary agricultural co-operative societies OFFICERS - KERAFED HEAD OFFICE Shri. FEBI VARGHESE Managing Director
Shri.P. NANDAKUMARAN
Administrative Officer
Shri. P.J. SIVAKUMAR
Manager (Extension)
Shri. A.V. BABU
Manager (Finance)
Shri. A.S. MOHAMMED SHERIEF
Manager
Shri. SHAMERCE PHILIP
Deputy Manager (F&A)
Shri. M.Y. ELDHOSE
Manager (Marketing)
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PRODUCT PROFILE
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KERAFED is the single largest procurer of coconut /copra produced in Kerala. A massive daily effort undertaken at the door steps of the farmers and involving primary agricultural Co-operative societies, spread all over the state. This direct interaction eliminating middlemen results in the entire benefits being accrued to the farmers. And only the very best of the raw material thus sourced goes into the making of KERA
KERA the branded oil from the KERAFED apart from being delivered in bulk also comes to you very convenient. They are
Kera Agmark (One liter pet bottle) Kera Popular (500 ml, 1000 ml, pouches and 5 kg, 15 kg tin Kera gold (100 ml, 200 ml, 500 ml packets
FACILITIES FOR PROCESSING KERAFED technology defines first anything. The oil complex at Kollam houses state of the art facilities for extraction, processing and packing of coconut oil under extremely hygienic conditions. After all it is the largest coconut oil mill in the sub continent with a whopping installed capacity of 200TPD Being the fast moving consumer good that Kera is, purity and affordability are genuine safeguards not to be overlooking, But surely not the only ones. At Kerafed, we believe that availability is equally important and constantly strive in that direction. An Endeavour in which highlights like most extensive procurement channels most modern processing facilities and a gigantic storage capacity of 2100 tones with stock
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points at prominent cities in Kerala aid us a lot in ensuring that Karas availability year round is a reality
Kerala State Civil Supplies Corporation and Consumer Federation have taken up distribution of Ked.ra, in the public sector. Thus confirming Kera's availability to people at large. Additionally, in Kerala itself, we have over 5000 retail outlets selling Kera. It is all these that makes Kerafed and Kera dictate the price of branded coconut oil and related products in the nation
STRICT QUALITY CONTROL MEASURES Quality specifications of a global standard are adhered to by KERAFED stringently at all stages of production. To the extent that only Grade I copra certified by the Bureau of Indian Standards (BIS) is set aside for aside for processing. Kerafed's quality control laboratory meeting AGMARK parameters confirms the purity of Kera.
Apart from meeting the marketing needs in Kerala. Tamil nadu, Karnataka etc, the programmed to popularize the brand in cities like Newdelhi, Bangalore. Mumbai and Kolkata are already on the roll. Kera has gone globally with export to middle east countries.KERAFED had tie up with a leading retail chain in Dubai and Abu Dhabi for the two brands, cooking oil KERA AND HAIR OIL Kera Kesh
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KERAFED at a glimpse................ Integrated development of coconut and coconut products Copra selection as per BIS parameters for processing Most sophisticated processing facilities Quality control laboratory with AGMARK guarantee By far the largest coconut oil mill in India Storage capacity of 2100 tons per day
The products of KERAFED are
Kera Agmark (One liter pet bottle) Kera Popular (500 ml, 1000 ml, pouches and 5 kg, 15 kg tin Kera gold (100 ml, 200 ml, 500 ml packets Desicated coconut Coconut cream Coconut milk Tender coconut water
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CHAPTER -IV ORGANISATIONAL STRUCTURE
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Organization structure is the systematic arrangement of the people working for the organization to achieve predefined goals. The structure has two dimensionshorizontal and vertical. The horizontal dimension indicate the department and the vertical dimension indicate the hierarchy Board of management elected by the members of the federation is headed by a chairman. From those members an executive committee and a chairman are elected. The federation has to get the approval from the board before implementing major decision Managing Director appointed by the Government of Kerala is the sequence authority of the federation, normally an outside person. Director (projects) is at the top of the organization hierarchy among the employee of the organization The department of KERAFED is Marketing department Finance department Administrative department Production department
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Managing director
General Manager
Administrative Officer
Administrative Manager
Marketing Manager
Finance Manager
Project/Plant Manager
AM (MIS)
AM
Mgr Kera
Mgr KK
Deputy Manager
AM
AM
AM QC
Com.p rgmr Consl oprtr
JM
AM
AM
AM a/c
AM Audit JM
SIC
SIC
Anlst
Senr AM
JM
JM
JM
Optr /eltrn
Optr /eltrn
Wrkr
Junr AM Typst
Senr AM Junr AM
Senr AM Junr AM sales man
Accnt
Accnt
Wrkr
Wrkr
attndr
sales man
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CHAPTER-V DEPARTMENTAL ANALYSIS
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MARKETING DEPARTMENT Marketing has assumed much importance in the present day business world. The success or failure of any organization, profit making or non-profit making depends on marketing. KERAFED has an efficient marketing strategy KERAFED has it all-an aggressive marketing strategy, energetic sales team with an insight into the future, tremendous confidence gained from the past and reasonable. Apart from meeting the market needs in Kerala, Kera has made its presence felt in States like Madhya Pradesh, Tamil Nadu, Andhra Pradesh and Karnataka also.
FUNCTIONS To find new market Deciding pricing strategy Strengthening the agency net work Appointment of agencies Forecasting of demand Creating awareness Collection of payments Keeping relevant information and exchanging with other departmen. The marketing manger monitors the pulse of the market, completion prevailing market, activities of competitors, demand level etc, he analyze such situation and then takes effective promotional activities. The assistant manager is concerned with general duties. The sales officers and other staff in the department help to strengthen the link with agents.
The structure of Marketing Department
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Organization study at KERAFED MARKETING MANAGER
MANAGER (KERA)
MANAGER9KERAGAM)
ASST.MANAGER
ASST,MANAGER
JUNIOR MANAGER
JUNIOR MANAGER
SENIOR ASST .MANAGER
SENIOR ASST .MANAGER
JUNIOR ASST.MANAGER
JUNIOR ASST.MANAGER
SALES MAN
SALES MAN
FOUR PS IN THE MARKETING DEPARTMENT OF KERAFED
PRODUCT Kera branded oil from KERAFED apart from being delivered in bulk also comes to you in sizes very convinient, viz100ml, 200ml. 500ml bottles, 5kg cans and 15kg tins
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PRICE Mark up pricing method is used to prepare the price of the product. 10% of profit is added to the per unit cost of the product. From this 16%.12.5% commission is given to suppliers and retailers
PROMOTION Advertisement of KERAFED is mainly done through media and such type of things is done by star communication. Main channel of communication with the customers are MEDIA Doordarshan Asianet and 2. ACV 2. PRINT MEDIA News paper Magazines PLACE KERAFED product are distributed through various outlets, include both private as well as public institutions. KERAFED is noted for its good procurement channels, better processing facilities and for a very big storage capacity. It has its stock points in prominent cities, which helps the organization to ensure availability of KERAFED products to the customers. There are distributions in different areas. The direct sales in done by the government agencies such as KERALA STATE CIVIL SUPPLIES CORPORATION KERALA STATE CO-OPPERATIVE CONSUMER FEDERATION HORTICORP CO-OPERATIVE SICIETIES
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All this institution helps or ensures frequent flow of the KERAFED product of consumers. With an efficient marketing strategy, the organization has able to increase sales. Thus with good advertising, sales offers/discounts and through proper distribution of products enabled them to achieve a very good market share.KERAFED not only concrete in Kerala market but now is has spread his wings in the states like Madhyapradesh, Tamilnadu,Andrapradesh and Karnataka also
COMPETTTORS The main competitors of KERAFED in the state are KPL SHUDHI, THEJAS and SUNFLOWEROIL etc.Parachute is the market leader in the Indian branded coconut oil industry. The main players in the Indian market are SHALIMAR, COCO CARE, TATA products
SALES TURN OVER When it comes to the sales turnover of KERA brand, there was a steep increase in sales during the early years (2001-2002), after that it declined. The average annual sales turn over during the year 2000-01 was5687 Mts and in 2001-02 it was 7472 Mts, there was a steady increase in the sales. But due to some technical reason the sales declined to 4218Mts during the period 2002-03. But there was slight change during the financial year2003-04, the sales was 5076Mts.there was no change in sales during the year 200405. Again the sales went down to 4768Mts in the year2005-06.again the organization witnessed an increase of 971Mts,when compared to last year 2006-07.2007-08 was a good year for the KERA brand, the sales declined to 7359 Mts.in the year 2008-09 there was a increase in sales to 9882Mt. In the current year 2009-10(include only 9 months) the sale was 7784Mts
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The federation has done several activities to increase the sales in the upcoming year. The activities include Appointment of permanent staff instead of contract employees Converted mobile team offices into field offices
COCONUT OIL SALES (MT)
YEAR
2005-06
2006-07
2007-08
2008-09
2009-10
20102011(up to Dec 31)
OIL SOLD
12000
4768
5655
7359
9882
10310
10202
10000
8000
6000
4000
2000
0 2005-06 2006-07 2007-08 2008-09 2009-10 2010-2011
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SALES KERA from KERAFED continues to play a dominate role as cooking oil in the Kerala market. Between 400-600 tones of kera coconut cooking oil was sold in Kerala The zone was sales (MT)-2009-10(9months)
South zone Central zone North zone total 4595 1285 1904 7784
Sales
south central north
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TURN OVER (Rs...Lakhs)

25000
20000
15000
10000
5000
0 2005-06 2006-07 2007-08 2008-09 2009-10 2010-2011
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11(up to 31 Dec 2010)
3726 4790 6448 8005 19160 11347
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FINANCE DEPARTMENT FINANACE is the life blood of any business operation. A well planned finance department is the strength of a good business enterprise. The finance department is responsible for managing the firms financial assets such as cash, stocksb and other investment in order to maximize the return of those financial assets. The head of the finance department is the finance manager. A finance manager is a person who is responsible in a significant way to carry out the finance functions. It should be noted at the outset that in a modern enterprise the finance manager occupies a key position. The financial manager is also responsible for shaping the fortunes of the enterprise and is involved in the most vital decisions of the allocation of the capital The main sources of funds of KERAFED are Share capital contribution of Government of Kerala Share capital contribution by co-operative institutions Loans from NCDC, co-operative banks and Government of Kerala Grants and subsidies These funds are employed for the procurement of copra, marketing expenses and administrative expenses Annual report, prepared by the accounts section and audited by the external auditor is submitted to the Register of Co-operative societies Division of KERAFED Bill section Internal audit section Cash section
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Bill section After collecting the details of attendance of various departments,branches, offices, plants by considering the information and statutory deductions,loans etc the salary bills are prepared, this section also deals with TA bills,medical bills, vechicle expenses etc Internal audit section This section is responsible for preparing financial accounts periodically. All kinds of cross checking is done in this section. Bank reconciliation,account verification is done at this section Cash section Salaries and wages of the employee are prepared in this section, all payments either in cash or cheque are carried out in this section. Other major function includes procurement and allocation of funds
The structure of finance department
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FINANCE MANAGER
DEPUTY MANAGER
A.M (A/C)
AM. (AUDIT)
JUNIOR MANAGER ACCOUNTANT CASHIER
JUNIOR MANAGER
ACCOUNTANT
CASHIER
FUNCTION OF THE FINANACE DEPARTMENT 1. Monitoring the operations 2. Preparation of annual financial statement and reporting to the management 3. Custody and safeguarding of the assets, securities, and the valuables 4. Auditing Internal auditing Statutory auditing Government auditing 5. Maintainance of inflow and outflow of cash
The various department working with the finance departments are: Budgeting Commercial accounts Bill passing Establishment
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Cash Works
Budgeting is one of the vital activities undertaken by this department. The budgeting process involves prediction of the future sales and the presence of the estimates based on that sales. Data such as future sales are provided by the marketing department on the basis of the past sales details and current market conditions. The future production, labor, cash and other resources requirement are detailed in the Budget. Thus budgeting is an important task and no margin error is expected in this activity The process of internal auditing is conducted by the Co-operative wing. Auditor assisted by the finance department and the Statutory Audit by the Professional Chartered Accountant. The finance department of the KERAFED conducts inspection of the concerned transactions details of the primary co-operative Societies The salary of an employee consists of basis pay, increment, dearness allowance, city compensation allowances which is paid monthly to employee. The payroll will be prepared one day before disbursement, enabling the employee to see different allocations before he accepts the salary. The mode of payment is made through bank or cash counters according to the employee wish. The cash section deals with the payment and receipt of cash. The payment exceeding Rs20000 will be in cheques. Finance department maintains a full record of all activities in computers. Consolidated records of accounts are made using computers
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ADMINISTRATIVE DEPARTMENT In KERAFED Administrative department is responsible for general as well as personnel administration. Administrative officer is the head of the department .KERAFED administrative department is just like the H.R department commonly seen in other organization Functions of the Administrative department include
Personnel function and general administration Keeping records of the personnel Recruitment of labour,selection and placement Providing canteen services,ESI,provident funds, accidental benefits etc Safety inspection and control Analyzing the work of the employee To maintain public relation as well as employer, employee relations within the organization To provide better work atmosphere to the employee
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To maintain work satisfaction Providing training to the employee Employee profile category Permanent employee Deputation Contract Daily wages Number of employee 230 1 6 2
Employee are recruited through The Kerala State Public Service Commission By deputation from other department Through direct recruitment by the board On contract basis Adequate computer training and training in office management is also given to the workers and staff. They also conduct various training programmes for its staff and workers The employee compensation structure include Basic salary House rent allowances Dearness allowances City compensation allowances
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Special allowances In KERAFED medical reimbursement scheme is also available for to workers, they are also giving gratuity in collaboration with LIC. Bonus of 20% during prosperity and one day leave as compensation is also given to the workers and staffs
The structure of the Administrative Department
Administrative manager
Asst.manager Asst.manager (MIS)

Junior manager
Computer programmer
Senior asst. manager
Console operator
Junior asst.manager
Typist
Attender
Trade unions Trade unions are voluntary organization of employee or employers formed to protect and promote their interest through collective action, their activities is felt in all activities of an organization
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In KERAFED there are two trade unions for employee 1. Kerafed staff association 2. Kerafed employees organization
Time office Time office comes under Administrative department. Time office is considered as the soul of the administrative department. The head time keeper is the head of the time office. The function of the time office is to maintain the records relating to the attendance of the workers. their wages, leave matters etc. All the administrative details are maintained in the time office right from the recruitment to the retirement of the employment of the employee. That means all personnel registers and the services Register are maintained in the time office
Transfer A staff member who has put more than 3 years of service at a particular post may only be considered for the transfer to any department on a post on the same grade in the normal circumstances Working hours The production Unit requires 24 hours continuous working. These working hours are divided into three shifts. Each shift consists of 8 hours. The working hours for office staff is from 9.30 to 5pm with half an hour interval from 1pm to 1.30pm Welfare measures The workers of KERAFED gets leave on the first day of the week Canteen facilities are arranged by KERAFED for the welfare of the workers and staffs
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In the production unit , double and single clearness allowance is given as compensation for working overtime and the amount is paid daily or weekly The workers of KERAFED do not work more than 48 hours in a week in the production plant The organization gives half an hour interval to the workers. Women workers are not allowed to work during the night hours in the factory KERAFED gives more importance to its employees for their safety measures; the workers in the production plant are given safety dresses, glouses, shoes etc...
Suspension Suspension may be imposed on the workmen as a punishment for misconduct, pending enquiry for misconduct or when the criminal proceedings are per sued by a Court of Law, if the management deems it necessary
Secrecy No workmen shall be writing to any person or by any means of communication newspapers, journals etc... Or any document relating to the company except with the prior approval in writing to the management
I.T. Department The I.T department of KERAFED provides information technology support to all plants and units. It helps in development and maintenance of software applications like EIMIS
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Some of the major facilities provided by the operating systems, which are used in KERAFED are Easy interaction between the human and computers Starting computer automatically when power is on Loading and scheduling users program along with necessary Controlling program execution Scheduling processes Managing and manipulating files Providing security to users jobs and files Accounting resources usage
The network connection such as LAN for connecting every department of KERAFED office and WAN connecting all factories and offices.KERAFED website provide information for the public KERAFED has its own e-mail address kerafed@giasmdol.vsnl.net.in and owns a website www. Kerafed .com. the e-mail is the official channel for communication and helps the Head office to give instructions and get the feedback quickly for faster decision making
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PRODUCTION PLANT The production department function of KERAFED is to manage the production and to produce product according to the demand. Production department undertakes the process of transformation of copra into oil and oil cake. A series of processing is used to convert copra into oil. The machine and equipment in KERAFED is installed in straight line basis. The capacity of the plant is 200MTPD (Metric Tons per Day) The raw material copra is send to the plant by carriage. when it enters the factory gate it is send to the weight bridge for checking the weight and then it is send to the godown and unloaded. The quality department reaches there and does the physical inspection, takes samples of copra to test whether the copra is rubbery of fungus affected and also test the moisture content of copra. Based on the standard prescribed by KERAFED, if all things are right then it is accepted for processing The production department has three divisions Storage division Manufacturing process Packing and filling unit
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Copra procurement by KERAFED YEAR 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11(up to Dec 2010) Qty in tonnes 7671 9502 10890 16379 14995 16124
18000 16000 14000 12000 10000 8000 6000 4000 2000 0 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11( up to Dec 2010) Series 1
Storage Division The storage capacity of Go down is 6000tonnes. The gigantic size of the go down is not proportion with the amount of copra procured. Thus almost 50% of go down capacity is unutilized. The storage division follows FIFO method of issuing for processing
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The pones and cons due to this method are The copra that comes first goes out first. Thus no accumulation of cold stock is allowed and thereby no wastage as a result of decay or low quality The effect of current market price is not at all considered in FIFO method because the stock assed now may have been purchased at a very early time with different market price and so it wii be difficult to fix the sales price The go down section is headed by an officer in charge whose office is situated inside the go down. He maintains the record pertaining the intake of copra and also transfers copra to the manufacturing division. Copra to be transferred to the manufacturing division is done through conveyors whose base starts from within the go down. There are nearly 100 temporary loading and unloading workers at the production plant
Manufacturing division The manufacturing unit is headed by a technical officer whose cabin is situated within the manufacturing unit. The production plan of the unit depends on the demand of the product. It depends or varies on the festival seasons. More products are required during the festival season especially during Oman. There are mainly three shifts in the factory. The manpower required to run the unit per shift is 16 Fire Extinguisher, Gas masks Safety belts and First Aid box etc are provided to ensure the safety of employee The machines that are operated 1) Conveyor systems used for copra loading 2) Copra cutting cutter for slicing copra 3) Boiler system for heating copra 4) Expellers for copra crushing
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5) Filters for oil filtering 6) Tanks for oil storage 7) Packaging The entire process and machinery in the manufacturing division is automated and thus requires minimum labor. The modern equipment in the unit ensures smooth flow of work as well as contributes to the overall quality of the final product. As the machines are laid on straight line basis, any error in anyone unit except the expeller can cause a temporary halt or delay in the work
PRODUCTION PROCESS CHART
COPRA GODOWN
CLEANER
CUTTER
CRUSHING UNIT
OIL OIL TANK OIL
EXPELLER (stage 1)
EXPELLER (stage2) OIL CAKE
Extraction of copra
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Oil content-64% Oilcake-32% Loss- 4% PRODUCTION OF COCONUT OIL(MT) 2005-06 Karunagapally 3229 Naduvanoor 1847 TOTAL 5076 2006-07 3618 2359 5977 2007-08 4656 2422 7078 2008-09 6330 3277 9607 200910(9MONTHS) 5750 2281 8031
12000 10000 8000 6000 4000 2000 0 2005-06 2006-07 2007-08 2008-09 2009-10 1847 2359 6330 3229 3618 4656 5750 2422 3277 2281
Series 2 Series 1
Packing and filling unit The oil complex at karunagapally houses state of the art facilities for extraction, processing and packing of coconut oil under extremely hygienic conditions. Packing and
49
filling unit is highly mechanized and here oil is usually packed in different packs i.e. from 6ml sachets to 15kg tins. As per the demand the packing division takes oil from the storage tanks and uses it for filling into sachets, pouches and bottles Strict quality specifications are followed in terms of material used as packing material. The raw materials used for these packing are virgin/food grade approved by CFTRI, Mysore/other Government approved agencies. Secondary packing is done using 3/5 ply corrugated cartoons, as per specifications
This section is headed by a separate officer, shift in charge whose cabin is located inside the packing unit. Due to this lay out the officer can have a complete view of the unit and effective control over the unit? Manpower required per shift is 37. Bottling filing line in the plant can automatically fill and seal bottles. There is also a sachet machine which fills oil in 6ml sachets. The role of manual labors in this unit is limited Quality check process in this unit is undertaken two levels, increase of the oil quality and also the quality of the packing material. Before any oil is used for packing the Quality Control lab technically checks that the oil on the basis of specified guidelines due approved, the process of packing is undertaken. The price of the product varies frequently and on that basis the machine is adjusted to print the existing price.
Quality control department Quality specifications of a global standard are adhered to by KERAFED stringently at all stages of production. To the extent that only grade 1 copra certified by bureau of Indian Standard (BIS) is set aside for processing. KERAFED quality control laboratory meeting AGMARK parameters confirms the purity of Kera Every load arrived at Gideon is subjected to subjected to quality tests, to detect inferior types of copra. Inferior types of copra are generally
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A. Mould effected B. Immature or rubbery copra made from immature nuts C. Insect attacked copra D. Discolored copra In order to ensure quality, an initially random sampling technique is used. Random sample is drawn for its moisture test at the laboratory Departmental hierarchical of Quality Control department
Quality control manager
Assistant manager
Analyst
Worker
The oil extracted is subjected to the following tests Acid value test Moisture test Color test Unsaponification method Overall strcture of production plant
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PLANT MANAGER
ASST.MANAGER
ASST.MANAGER
QUALITY MANAGER
SIC
SIC
ASST.MANAGER
OPERATOR
OPERATOR
ANALYST
WORKER
WORKER
WORKER
CHAPTER -VI SWOT ANALYSIS
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WHAT IS SWOT? This is a method or model to analyze the competitive position of a company. SWOT analysis uses SWOT matrix to access both internal and external aspects of a doing a business. This is basically a tool for auditing an organization and its environment
It is the first stage of planning and helps decision makers to focus on key issues. Each letter in the word SWOT represents one strong word S- STRENGTH W- WEAKNESS O- OPPORTUNITIES T- THREAT Strength and weakness in SWOT are internal factors; opportunities and threat are external factors
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SWOT Matrix STRENGTH WEAKNESS
OPPORTUNITY
SO strategy ST strategy
WO strategy WT strategy
THREAT
SO strategy-company is in safe position. Pursue opportunities that are good fit to the companys strength WO strategy- in this stage company can overcome its weakness by making use of opportunity ST strategy-in this stage company should identify ways by which it could use its strength and reduce its vulnerability to external threats WT strategy- Company is in poor form. It should establish some defensive plan to prevent the firms weakness from making it highly susceptible to external threats
SWOT analysis on KERAFED STRENGTH: 1) KERAFEDs product has a very strong brand image 2) KERAFED has a strong network 3) It has adequate production capacity 4) KERAFED has adequate support from various agencies and institutions like NAFED etc 5) Good relationship among the employee and the workers 6) Follows very strict quality measures
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WEAKNESS 1) The market expansion to Northern India is less due to less usage of coconut oil by the people in that region 2) Seasonal variations badly affect the procurement of coconut/copra 3) Policy formulation and decision making is affected by Government interface and thus results in delay of decision making and execution 4) Capacity utilization in only 35%were production is done on the basis of requirement as per sales OPPORTUNITY 1. Product diversification is possible 2. Through an effective advertisement and sales promotion activities,KERAFED can expand its product to other parts of southern states at an higher rate when compared to northern states 3. Better scope for the product in the rural market, as consumption of oil is greater among the people in the rural areas 4. When compare to other companys KERAFED has got a wide range of network for the procurement of raw material and marketing other products THREATS 1. Other oils such as sunflower ,palm oil and other branded coconut oil etc is a threat to the companys product 2. There are argument against using of coconut oil ,which increase various disease
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MICHAEL PORTERSS FIVE FORCE MODEL
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PORTERS FIVE FORCE MODEL AND ITS USE
This model of competitive forces was developed by Michael.E. Porter in 1980. Since that time the model has become an important tool for analyzing an organizations industry structure in strategic processes. It is based on the insight that corporate strategy should meet the opportunities and threats in the organization external environment
Porter identified five competitive forces that stage every industry and every market. These forces determine the intensity of completion and hence the profitability and attractiveness of an industry. The objective of corporate strategy should be to modify these competitive forces in a way that improves the position of the organization. Porters model support the analysis of the driving forces in an industry. Based on the information derived from five force analysis management can decide how to influence or to exploit particular characteristics of their industry
FIVE FORCE MODEL

57
According to porter the nature of competitiveness in a given industry can be viewed as a composite of five forces 1) Rivalry among competitive firms 2) Potential entry of new competitors 3) Potential development of substitute products 4) Bargaining power of suppliers 5) Bargaining power of consumers
Threat of new entrants
Bargaining power of buyers
Competitive rivalry with in the industry
Bargaining power of customers
Threat of substitute
Competitive Rivalry
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These forces describe the intensity of completion between players in an industry. High competitive pressure results in pressure on prices, margins and hence affects profitability of every single company in the industry. Competition is high when there are many players of about same size, when players have similar strategies, there is not much differentiation between players and their products Threat of new entrants When the competition in an industry is higher it is easier for other companies to enter the industry. Power is also affected by the ability of people to enter your market. If its cost little in time or5 money to enter your market and compete effectively, or if you have little protection for your key technologies the new competitors can quickly enter your market and weaken your position. In such situation, the new entrants could change the major determinates of market environment like market share, price and customer loyalty. This threat depends on the extent to which there are barriers to entry. This include high initial investment and fixed cost, brand loyalityof customers, distribution channels are controlled by existing players, high switching cost Threat of substitute Thread from substitute exists if there are alternative products with lower price of better performance parameters for the same purpose. They could easily attract a significant portion of the market volume and hence reduce potential sales volume of existing players. The threat of substitute is determined by factors like band loyalty, close customer relationship, switching cost etc... Supplier power The term suppliers comprise of all sources for inputs that are needed in order to provide goods and services. Suppliers bargaining power is likely to be high when a market is dominated by a few large suppliers rather than a fragmented source of supply, there are no substitutes for particular inputs, the switching cost from one supplier to another is high Buyer power
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It determines how much customers can impose pressure on margins and volumes. It is likely to be high when they buy large volumes, product is undifferentiated and can be replaced by substitute, switching to an alternative product is relatively simple and it does not involve high costs PORTERS FIVE FORCE MODEL ANALYSIS ON KERAFED Bargaining power of suppliers The raw materials needed for the production of oil are not available as per the demand. There are no alternate raw materials available. This makes the bargaining power of the raw material suppliers stronger.
The raw material is of atmost importance, without which production will not take place. It would be a huge loss for the company in case the production process has to be stopped even for a small period of time. The process has to be continuous and a constant supply of raw material is required.
Threat of new entrants Huge initial capital is required to establish an oil production company. It proves to be a barrier to the entry. Imported oils such as Palm oil, is relatively cheaper giving them an edge at times with few cost.
Bargaining power of customers
The quality of the raw material decides the quality of the finished goods. For this reason the customers try to purchase good quality raw materials at the quoted price so that quality is not compromised. A lot of suppliers mix low quality raw material and sell the same at very cheap rate.
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The numbers of raw material suppliers are high. Oil producing companies are on the rise globally. This has created a huge demand for the raw material and thus strengthens the bargaining power of the customers To maintain the operating cycle it becomes necessary that a sufficient inventory of raw materials is always available. Therefore, to avoid shortage of raw materials manufactures tend to buy the material required giving importance to time rather than price.
Industry of competitive rivalry
The entry of other players in this field would increase the competition by leaps and bounds. Cheaper imports from other countries are causing stiff competition in the market, though their products are of inferior quality. The number of competitors is relatively high.
Threat of Substitutes There are a number of substitutes for Kera such as traditional coconut oil, KPL Shudhi, sunflower oil, Thejas etc. Therefore the customers may easily switch from one product to another.
61
PESTLE ANALYSIS
62
WHAT IS PESTLE?
PESTLE analysis stand for Political, Economic, Social, Technological, Legal environment analysis and it describes a framework of macro-environment factors used in the environment scanning component of strategic management. This analysis gives an overview of the different macro environment factors that the company has to take into consideration. It is useful tool for understanding market growth or decline, business position, potential and direction for operation
POLITICAL FACTORS Political factors include how and to what degree a government intervenes in the economy. Specifically, political factors include areas such as tax policy,labour law, environment law, trade restictions.tariffs and political factors may also include goods and services which the government wants to provide or be provided (merit goods) and those that the government does not want to be provided (demerit goods or merit bad).
63
Furthermore, governments have great influence on the health, education and infrastructure of a nation
ECONOMIC FACTORS Economic factors include economic growth, interest rates, exchange rates and the inflation rate. These factors have major impacts on how businesses operate and make decisions. For example, interst rates affect a firms cost of capital and therefore to what extent a business grows expands. Exchange rate affects the cost of exporting goods and the supply and price of imported goods in an economy
SOCIAL FACTOR Social factors include the cultural aspects and include health consciousness, population growth rate, age distribution, career attitudes and emphasis on safety, trends in social factors affect the demand for a companys products and how that company operates. For example, an ageing population may imply a smaller and less willing work force (thus increasing the cost of labor). Furthermore, companies may change various management strategies to adapt to these social trends (such as recruiting older workers)
TECHNOLOGICAL FACTORS Technological factors include ecological and environment aspect such as R&D activity, automation, technology incentives and the rate of technological change. They can determine barriers to entry, minimum efficient production level and influence outsourcing decisions. Furthermore, technological shifts can affect costs, quality and lead to innovation
LEGAL FACTORS
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Legal factors include discrimination law, consumer law, antitrust law, employment law and health and safety law. These factors can affect how a company operates, its costs, and the demand for its products ENVIRONMENTAL FACTORS Environmental factors include weather, climate and climate change which may especially affect industries such as tourism, farming and insurance. Furthermore, growing awareness to climate change is affecting how companies operate and the products they offer it is both creating new markets and diminishing or destroying existing ones
APPLYING PESTLE ON KERAFED Political The political support has helped the company to withstand during the time when they struggled to survive. Some assistance in funding money for new project is on the card. Even other helps like support in procuring raw material is also there. Economical Price of oil depends on the price of copra, i.e. when the price of copra is high oil price increases and when it is low the oil price decreases. Economic factors like changes in tax rate will affect our business as we are competing with global players. Government funds and loans will also help the organization to carryout its functions. Exchange rates will also affect ort export business. Sociological Business is not much affected by sociological factors. Changes in the lifestyle will not directly affect the use of oil. Technological
65
Technological changes have effects in the business. Modifications in packing and atomization of various processes are adding value but the new technological advancement by our competitors are always creating mess for us. Technological advancements in marketing like electronic media is also adding value to us. The investments in technological developments like research are comparatively low. Legal
legislation in areas such as employment, competition, health and safety changes in trading policies of India as well as other nations will affect our business changes in foreign trade policies , changes in various rates may affect our business regulation of each country are varying from time to time and acting accordingly for export orders Environmental Environmental factors include weather, climate and climate changes which may especially affect our business. The procurement of copra depends upon the weather and the climatic conditions. Thus the environmental factor closely related to the production of coconut oil
66
CHAPTER-VII FINDING, SUGGESTION AND CONCLUSION
67
FINDINGS
KERAFED is the leader in the coconut oil production in south India KERAFED products are used as raw material for ayurvedic products Rural areas people prefer KERAFED products The federation procures coconut as per the demand Absenteeism in the employee No proper advertising is given for the products, which badly affect the sales Under utilization of the resources badly affect production process in the plant The inadequate supply of copra adversely affects the function of the federation There is no proper training is given to the employees Federation facing stiff competition in the market
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The production is increasing year by year and sales are quick without long time storage
SUGGESTION The federation should start measures to get the ISO certification Give more attention to export market Professionalism in managing resources The marketing effort should be increased especially in advertisment and sales Cost of procurement of copra can be reduced by taking into consideration nearby institutions that are already to provide raw material Maximun utalization of computer with updated website facility helps to avoid duplication of work and reduce wastage Strict schedule of work should be maintained to avoid absenteeism The office at Kolkata and Bombay should be re-opened by appointing local employee, which help the firm ti strectch its wings to Northern parts of the country CONCLUSION The project organization study which was undertaken at KERAFED helped me to understand in detail the history of the organization,their hierarchy,various department and their functions. More over it gave me a practical exposure to an organisation KERAFED is the largest procurer of coconut in Kerala,undertaking massive efforts at the doorsteps to farmers and involving Agricultural Credit Societied spread all over the state. Its product KERA is noted for its finest quality,millions of people are
69
pround to patronize the :KERA brand. KERAFED has got very good dedicated workers who act as the main pillar of the federation. Certain drwaback in management still pertains, hope that they take necessary actions to cleat that and there by taling KERAFED into new heights
70
ABREVATIONS
a/c Acont ACV A.M Anlst attndr Com.prgm Cosl optr eltrn
Accounts accountant Asianet Cable vision ASSISTANT MANAGER Analyst attender Computer programmer Console operator electrician
71
JM kk LAN MGR MIS MT optr PACS Qc Qty Rs SIC Senr A M SWOT wrkr
Junior Manager Keragem kesamrutham Local area network manager Management informantion system Metric tonnes operator Primary agricultural co-operative socieeties Quality control quantity Rupees Shift in charge Senior manager Strength Weakness Opportunity Threat worker
72
73
BIBILIOGRAPHY
Company brochures KERFED annual report 2009 Websites http://www.kerafed.com http://www.hindunewsonline.com http;//www.icfai.com http://www.kerala .gov.in/dept_coop/cooperation
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APPENDIX
75
KERALA KERA KARSHAKA SAHAKARANA FEDERATION LTD NO. 4370
Balance shhet as at 31.03.2009 (subject to Audit)
As on Main Total
31.03.2009 Subhead total Capital & Liabilities Share capital 275585000.00 Government of Kerala /NCDC
As on Subhead total
31.03.2009 Main Total
275585000.00
76
287820000.00
122235000.00 258797800.00
Co-operative Societies NCDC Market study Funds Reserves & provisions Grant and subsudy
122235000.00 258797800.00 0.00 242793644.13
287820000.00
258797800.00 237453827.31
0.00 237453827.31
258797800.00 242793644.13
23671520.74
23671520.74
21673062.74
21673062.74
1796000000.00
1796000000.00
Share capital 1796000000.00 assistance to PACS Current liability Establishmnet and contigencies payable Interest on long term loan Other current liability 941083.55
1796000000.00
1340067.10
343621629.00
367560426.00
345505926.30
544230.20
586164.20
369087673.75
42527180.41 1375376254.76
42527180.41
Due by the Federation Total
44802498.66
44802498.66 1404576479.28
77
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Organization study at KERAFED

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Organization study at KERAFED

1OBJECTIVES OF THE STUDY

Organization study at KERAFED

Organization study at KERAFED

Organization study at KERAFED

CHAPTER II INDUSTRY PROFILE

Organization study at KERAFED

THE HISTORY OF EDIBLE OIL INDUSTRY

Organization study at KERAFED

INDIAN EDIBLE OIL INDUSTRY

Organization study at KERAFED

Major Features of Edible Oil Economy

Organization study at KERAFED

3 COCONUT OIL INDUSTRY

THE WIRLD SCENARIO

THE INDIAN SCENARIO

Organization study at KERAFED

Organization study at KERAFED

Organization study at KERAFED

Organization study at KERAFED

CHAPTER -III COMPANY PROFILE

Organization study at KERAFED

Organization study at KERAFED

Organization study at KERAFED

Organization study at KERAFED

Shri. P.J. SIVAKUMAR

Shri. A.V. BABU

Shri. A.S. MOHAMMED SHERIEF

Shri. SHAMERCE PHILIP

Deputy Manager (F&A)

Shri. M.Y. ELDHOSE

Organization study at KERAFED

Organization study at KERAFED

Organization study at KERAFED

Organization study at KERAFED

The products of KERAFED are

Organization study at KERAFED

Organization study at KERAFED

CHAPTER -IV ORGANISATIONAL STRUCTURE

Organization study at KERAFED

Organization study at KERAFED

Com.p rgmr Consl oprtr

Senr AM Junr AM sales man

Organization study at KERAFED

CHAPTER-V DEPARTMENTAL ANALYSIS

Organization study at KERAFED

The structure of Marketing Department

Organization study at KERAFED MARKETING MANAGER

SENIOR ASST .MANAGER

SENIOR ASST .MANAGER

FOUR PS IN THE MARKETING DEPARTMENT OF KERAFED

Organization study at KERAFED

Organization study at KERAFED

Organization study at KERAFED

20102011(up to Dec 31)

0 2005-06 2006-07 2007-08 2008-09 2009-10 2010-2011

Organization study at KERAFED

south central north

Organization study at KERAFED

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