200500090 bbc-case-study-working-capital

Get Homework/Assignment Done Homeworkping.com

Homework Help https://www.homeworkping.com/

Research Paper helphttps://www.homeworkping.com/

Online Tutoringhttps://www.homeworkping.com/

click here for freelancing tutoring sitesMATRIX PVT. LTD. AND WORKING CAPITAL CHALLENGES

In January 2012, Arpit Chandara, managing director of chemical manufacturing company MATRIX Pvt. Ltd., was contemplating the alternatives that he could explore before the company proceeded with its plan to sign a contract with Indian Railways (IR). Chandara had been a leading member of MATRIX since its beginnings in 2004. MATRIX now had an advance acceptance document confirming its contract with IR, yet the company was suffering from a lack of working capital due to a combination of extending liberal credit to its customers and repaying debts too quickly. Therefore, Chandara was not sure what the companys next step should be.

MATRIX

MATRIX Pvt. Ltd. was an Indian chemical manufacturing company established in 2004. The companys registered office was in Bangalore and its manufacturing plant was in Lucknow. MATRIX was managed by two directors, Chandara and Vikram Kumar. Kumar was a science graduate and Chandara had a degree in management.

MATRIX was categorized as a small-scale industry under the domain of chemical manufacturing. It produced and sold stable bleaching powder using the raw material liquid chlorine. Since both the raw material and the end product were highly toxic MATRIX was also classified as a hazardous industry.1 A license from the Government of Indias Department of Industrial Policy & Promotion was required in order to store the cylinders of liquid chlorine. The company usually procured its raw material from the Sonebhadra district in Uttar Pradesh. The price of this raw material could fluctuate wildly, from as low as INR10 per tonne to as high as INR10,000 per tonne. This wide price range was based upon suppliers capacity to store and sell liquid chlorine within the limitations of licensed quantities. Any raw material exceeding these licensed quantities had to be sold at lower a price.

Stable bleaching powder could be manufactured through one of two techniques: absorption or absorption. The product manufactured by the absorption technique was of better quality than the product manufactured by the adsorption technique. MATRIX used adsorption, which meant that its product was of an inferior quality compared to the products of its competitors. The companys main competitors were industry giants like the Aditya Birla Group, the DCM Group, Grasim Industries Limited, etc.; however, these companies were also MATRIXs suppliers of liquid chlorine.

Because of the more affordable (but lower quality) adsorption technique used in production, MATRIX was able to reduce its operating costs with respect to installation of equipment, maintenance and electricity expenditure. Despite producing a bleaching powder of inferior quality, the use of adsorption allowed the company to enjoy a favourable market share due to the cost advantage MATRIX was able to pass on to its customers.

MATRIXs customers could be divided into two broad categories: government accounts and private accounts. The government placed orders whenever there was a demand in any of its departments. Private contracts were negotiated according to industry factors such as the reputation/standing of the involved party, past dealings, size of the order, etc. Orders from private customers were usually smaller than government orders and the MATRIXs customer base was largely comprised of private accounts.

The company enjoyed a credible position with its bankers. Its main bank was Union Bank of India, a nationalized bank. MATRIX had a cash credit limit of INR2.5 million, which had been fully utilized. During a meeting with the bank manager regarding the IR contract, Chandara could sense the managers reluctance to extend a fresh line of credit to MATRIX. The bank manager mentioned that the interest on the loan required to complete the contract with IR would be 14.5 per cent; the offer was against a pledge of share certificates for an existing loan with the bank, in light of the fact that MATRIX was carrying existing unsecured loans that resulted in interest payments of more than INR600,000 annually.

WORKING CAPITAL MANAGEMENT

MATRIX had been following a conservative approach to working capital, as reflected in its high level of net working capital more than INR4.2 million in fiscal year 2010/11 (see Exhibit 1).

The net working capital of the company had always remained positive, as reflected in its balance sheet (see Exhibit 1). MATRIXs assets were more than 10 times its liabilities. These assets were mostly in the form of inventories and accounts receivable. However, trade credit of the firm had become a major liability. The companys management had been very conservative and traditional with respect to repaying loans before the credit period; from 2009 to 2011, MATRIXs liquid-asset-to-total-asset ratio ranged between 62 and 66 per cent whereas the industry benchmark was 30 per cent.

MATRIXs inventory could be categorized into three groups: raw materials, finished goods and packing materials. From 2009 to 2011, inventory in all three of these categories had risen significantly, increasing the total inventory by almost 85 per cent. Raw material and packing material were valued at cost on a first-in-first-out (FIFO) basis. Finished goods were valued at cost or at net realizable value whichever was less.

Although such high levels of inventory eliminated the possibility of disruptions in manufacturing due to a stockout, it had led to wastage of MATRIXs working capital. A large stock of finished product stored in the companys premises had long been a cause of concern for Chandara (see Exhibit 2). He knew that the companys sales had gradually decreased. Immediate action was required as decreased sales would negatively affect the profitability of the company and MATRIXs return on capital employed in the future.

MATRIXs debtors had remained more or constant with minor fluctuations. The credit periods on the loans ranged from 15 days to almost two years. The largest amount due on a single account was INR4 million. Debtors/receivables turnover ratio of the company had ranged from 2.9 to 3.2 times for the last three financial years. Despite this, MATRIX continued to extend liberal credit to new accounts.

The company had been maintaining adequate levels of cash but these levels would not be sufficient for additional orders like the proposed contract with IR. The cash and bank balance in MATRIXs balance sheet was inclusive of a fixed deposit maintained with the bank. The company also indulged in future commodity trading. The profits from these activities were apparent in MATRIXs profit and loss statement (see Exhibit 3).

MATRIX had been too quick in paying back its creditors. This had affected the companys liquidity: the longer the repayment period, the lower the net present value of the payment and the higher the value to the firm. The company also maintained a cash credit limit of INR2.5 million with Union Bank of India.

THE CONTRACT WITH INDIAN RAILWAYS

Operations were running relatively smoothly at MATRIX but Chandara knew that there was an urgent need to upgrade the company in order to make it a truly competitive market player. The IR contract could prove to be such an upgrade, and it had therefore been an aspiration of Chandaras since 2011. He had registered his company for all three divisions of Indian Railways in the northern part of India (Northern Railways, North Eastern Railways and North Central Railways). This contract would open the gates between MATRIX and IR for long-term business, and could potentially act as a stepping stone for MATRIX to become the preferred supplier of bleaching powder for other big players in the industry as well; however, the contract would be a challenge and would require a professional team working to make MATRIX eligible. Chandara desperately needed a manager who could handle the administration and official correspondence of this account efficiently, as well as monitor operations along with the floor supervisor.

As part of the contract, IR was demanding an onsite office, a warehouse and a workshop within the MATRIX factory premises. In addition, the document of advance acceptance clearly outlined proposed quarterly onsite inspections. These inspections would have to be conducted at the factory premises before any lot was dispatched to IR. Furthermore, establishing an onsite IR office would cost a onetime expenditure of approximately INR200,000, as well as an increase in administrative costs.

The company had to put its stock in a new warehouse as part of the proposed contract. As of January 2012, MATRIX did not have any warehouse that met the required safety norms. All materials, including spare parts, raw material, packaging material and finished products, were kept in a semi-covered storage area within the factory premises; this often led to losses due to deterioration in the quality of material. The approximate cost of building a new warehouse would be INR500,000.

There was also an urgent need to create a separate workshop within the factory for safety and maintenance. Since MATRIXs manufacturing process involved various hazardous chemicals, maintenance of the existing machinery was a crucial activity. The workshop could be used to repair rusted or worn-out machine parts that were employed in the manufacturing. Certain critical parts had to be repaired regularly. Having a separate workshop exclusively for such activities would be very helpful in daily operations of the factory. The company estimated an expenditure of approximately INR500,000 for establishing such a workshop.

Above all, MATRIX needed to maintain adequate cash reserves to meet all of its payments and continue its usual production activities without any interruption. The total amount required for the upgrade INR1.2 million was beginning to worry Chandara. MATRIX had already reached its cash credit limit of INR2.5 million and its recoverables were blocked in the form of either inventories or receivables. In financial year 2010/11, the company had to pay more than INR640,000 in financial charges and interest. Chandara regretted his previous decision to avoid putting MATRIXs money in short-term investments, which could have been a source of funding for the upgrade that the IR contract would require. Retrospectively, he realized that MATRIX had been shortsighted in extending liberal credit to its customers and being more prompt in repaying debts than business demanded.

THE WAY FORWARD

MATRIX was able to attain many orders and manufacture its product at a cost much lower than its competitors; this fact reassured Chandara, although he knew that there were issues that needed immediate action. Chandara was aware that MATRIXs gross block was continuously decreasing and the company was therefore shrinking rather than growing at a rapid rate.

Chandara knew that in order to complete the contract with IR, MATRIX would require a significant upgrade by December 2012. How could the finances required for this upgrade be secured? Should Chandara seek to improve MATRIXs working capital management or pursue complete financial policy restructuring?

Exhibit 1

MATRIX BALANCE SHEET 2009-2011

201120102009

Sources of funds

Shareholders funds

Share capital950,000950,000950,000Reserve & surplus439,990370,841307,736

Loan Fund

Secured loan180,3451,284,2371,237,475Unsecured loan5,018,2214,603,4764,223,011Total6,588,5577,208,5566,718,222

Application of Funds

Fixed assets

Gross Block2,621,8612,944,6183,103,368Less: Depreciation270,798324,757355,292Net Block2,351,0642,619,8612,748,076

Assets, Loans & Advances

Inventories870,146740,749322,848Sundry debtors2,948,8502,936,7323,355,773Cash & Bank Balance453,079815,640554,800Loans & Advances252,199356,636272,211Total4,524,2744,849,7574,505,632

Less: Liabilities

Liabilities130,166135,348363,486Provisions156,615125,715172,000Total286,781261,063535,486

Net Assets4,237,4934,588,6944,047,146

Total6,588,5577,208,5566,718,222

Exhibit 2

VALUATION OF INVENTORIES 2009-2011

201120102009Inventories870,146.2740,749322,848Raw Materials432,071166,573149,924Packing Material85,915.287,9765,624Finished Goods352,160486,200167,300

Exhibit 3

MATRIX PROFIT AND LOSS STATEMENT 2009-2011

201120102009

Income

Sales9,544,4098,529,83812,539,108Other income602,873176,603250,296Increase/ Decrease in Stock-134,040335,549-133,827Total10,013,2429,041,9911,265,577

PGDFS

TIME TABLE - TERM 2 - PGDFS 12-14

WeekDayDate9:30 - 10:4510:55 - 12:1012:20 - 1:351:35:2:15 LUNCH2:15 - 3:303:40 - 4:55

1Thursday9/26/13S&S

Friday9/27/13ACFPlacement Activity

Saturday9/28/13FDFD

Sunday9/29/13Sunday

2Monday9/30/13ACFACFS&S

Tuesday10/1/13IFM&A

Wednesday10/2/13Holiday - Gandhi Jayanti

Thursday10/3/13FDFDIF

Friday10/4/13M&APlacement Activity

Saturday10/5/13CONFERENCE

Sunday10/6/13Sunday

3Monday10/7/13ACFACFM&A

Tuesday10/8/13IFFDM&AS&S

Wednesday10/9/13

Thursday10/10/13IFS&S

Friday10/11/13IFIFPlacement Activity

Saturday10/12/13Second Saturday

Sunday10/13/13Sunday


Tuesday10/15/13IFM&AS&S

Wednesday10/16/13FDIFM&A

Thursday10/17/13S&S

Friday10/18/13IFPlacement Activity

Saturday10/19/13FDFD



Tuesday10/22/13MENTORINGIFM&A

Wednesday10/23/13IFM&A

Thursday10/24/13IFPlacement WorkshopS&S

Friday10/25/13Placement Activity



6Monday10/28/13IFS&S

Tuesday10/29/13ACFACFM&AS&S

Wednesday10/30/13FDPlacement WorkshopMENTORINGIFM&A

Thursday10/31/13IFS&S


Saturday11/2/13FDFD

Sunday11/3/13Sunday

Monday11/4/13Diwali Break

Tuesday11/5/13

Wednesday11/6/13

Thursday11/7/13

Friday11/8/13

Saturday11/9/13


7Monday11/11/13Placement WorkshopIFMENTORINGM&A

Tuesday11/12/13ACFACFM&AS&S


Thursday11/14/13

Friday11/15/13S&SPlacement Activity

Saturday11/16/13CRMFDFD


8Monday11/18/13Placement WorkshopACFACF

Tuesday11/19/13MENTORINGIFM&AS&S


Thursday11/21/13S&S




9Monday11/25/13S&SPlacement WorkshopACFACF

Tuesday11/26/13MENTORINGIFM&AS&S


Thursday11/28/13M&A

Friday11/29/13S&SPlacement Activity


Sunday12/1/13Sunday

10Monday12/2/13ACFACFIF

Tuesday12/3/13MENTORINGM&APlacement WorkshopS&S

Wednesday12/4/13FDM&AS&S

Thursday12/5/13

Friday12/6/13Guest lecture/placement workshop/alumni session

Saturday12/7/13

Sunday12/8/13Sunday

11Monday12/9/13Placement WorkshopM&A

Tuesday12/10/13FDMENTORINGM&AS&S

Wednesday12/11/13ACFACF

Thursday12/12/13FD




12Monday12/16/13S&SS&S

Tuesday12/17/13Placement WorkshopMENTORING

Wednesday12/18/13M&AM&A

Thursday12/19/13ACFACF



Financial Derivatives (FD) - Prof. Raju Majumdar & Dr. Anup Raj (3 Credits) Room B

Advanced Corporate Finance (ACF) - Dr. Anubha Gupta & Ms. Swati Sharma (3 Credits)Room B

International Finance (IF) - Mr. Vinay Chirania Room B

Mergers & Acquisition (M&A) - Prof. Raju Majumdar & Ms. Arpita Mehrotra (3 Credits)Room B

State & Society (S&S) - Core Paper - Dr. Monika Jain, Dr. Anup Raj/Ms. Swati Sharma (3 Credits)Auditorium

PGDM

TIME TABLE - TERM 2 - PGDM 12-14


1Thursday9/26/13MVWMSPFPMSPFPSO/CSMERBS&S


Saturday9/28/13AMRCRMCRM

Sunday9/29/13Sunday

2Monday9/30/13ASPASPS&S

Tuesday10/1/13MISMVWSO/CSMERBTMEEAMR


Thursday10/3/13SO/CSMERBCRMMIS

Friday10/4/13TMEEMVWPlacement Activity


Sunday10/6/13Sunday

3Monday10/7/13ASPSO/CSMERBTMEE

Tuesday10/8/13MISTMEEERLLS&S

Wednesday10/9/13AMRMVWSO/CSMERBCRMMSPFP

Thursday10/10/13MVWCRMMSPFPMISS&S

Friday10/11/13MISMISPlacement Activity



4Monday10/14/13ASPMSPFPS&S

Tuesday10/15/13ERLLASPMISTMEES&S

Wednesday10/16/13SO/CSMERBMSPFPMISTMEE

Thursday10/17/13MVWMVWCRMSO/CSMERBS&S

Friday10/18/13MISMSPFPPlacement Activity

Saturday10/19/13AMRAMR


5Monday10/21/13ASPPlacement WorkshopMENTORINGMSPFPS&S

Tuesday10/22/13MVWASPMISTMEECRM

Wednesday10/23/13ASPSO/CSMERBMSPFPMISTMEE

Thursday10/24/13MISMVWCRMSO/CSMERBS&S

Friday10/25/13MSPFPPlacement Activity

Saturday10/26/13AMRAMRCRM


6Monday10/28/13ASPSO/CSMERBMISMSPFPS&S

Tuesday10/29/13MVWMENTORINGTMEES&S

Wednesday10/30/13Placement WorkshopASPMSPFPMISTMEE

Thursday10/31/13MISMVWCRMSO/CSMERBS&S

Friday11/1/13ERLLMSPFPPlacement Activity


Sunday11/3/13Sunday


Tuesday11/5/13

Wednesday11/6/13

Thursday11/7/13

Friday11/8/13

Saturday11/9/13


7Monday11/11/13ASPSO/CSMERBMISMSPFPTMEE

Tuesday11/12/13MVWPlacement WorkshopMENTORINGTMEES&S

Wednesday11/13/13ASPASPMSPFPMISTMEE

Thursday11/14/13MVWMVWCRMSO/CSMERBERLL

Friday11/15/13S&SMSPFPPlacement Activity



8Monday11/18/13ASPSO/CSMERBPlacement WorkshopMENTORINGERLL

Tuesday11/19/13MVWSO/CSMERBMISTMEES&S

Wednesday11/20/13AMRASPMSPFPMISTMEE





9Monday11/25/13S&SSO/CSMERBPlacement WorkshopMENTORINGMSPFP

Tuesday11/26/13MVWSO/CSMERBMISTMEES&S

Wednesday11/27/13ASPASPMSPFPMIS

Thursday11/28/13MVWMVWCRMAMR



Sunday12/1/13Sunday

10Monday12/2/13ASPASPPlacement WorkshopMENTORINGMIS

Tuesday12/3/13MVWMSPFPAMRS&S

Wednesday12/4/13ASPSO/CSMERBS&S

Thursday12/5/13AMRAMRCRMCRMSO/CSMERB


Saturday12/7/13

Sunday12/8/13Sunday

11Monday12/9/13ASPSO/CSMERBPlacement WorkshopMSPFPMSPFP

Tuesday12/10/13ASPM&AAMRS&S

Wednesday12/11/13AMRCRMMENTORINGERLL

Thursday12/12/13MVWMVWCRMSO/CSMERB




12Monday12/16/13ASPASPS&SS&S

Tuesday12/17/13CRMCRMMVWMVW

Wednesday12/18/13Placement WorkshopMENTORINGSO/CSMERBSO/CSMERB

Thursday12/19/13AMRAMR

Friday12/20/13MISMISPlacement Activity

Saturday12/21/13CRMCRM

Customer Relationship Management (CRM) - Ms. Sanchita Ghosh (3 Credits)Room B

Marketing of Service & Financial Products (MSPFP) - Dr. Pranava Prakash, Dr. Raman & Prof. Aroop Banerjee (3 Credits)Room B

Advertising & Sales Promotion (ASP) - Ms. Kriti Swarup & Prof. Sanjay Srivastava (3 Credits)Room B

Advanced Marketing Research (AMR) - Dr. Pranava Prakash (3 Credits)Room B

Marketing In Virtual World (MVW) - Prof. Sanjay Srivavstava, Ms. Kriti Swarup (3 Credits)Room B

Employee Relation & Labour Law (ERLL) - Dr. K.N. Chaube (1 Credit)Room B

Talent Management & Employee Engagement (TMEE) - Dr. Itilekha Dash & Dr. Aman Agrawal (2 Credits)Room C

Corporate SME & Retail Banking (CSMERB) - Dr. Raman (3 Credits)Room B

Management Information System (MIS) - Ms. Roma Chauhan (3 Credits) room c

Service Operations (SO) - Prof. Aroop Banerjee Room C


pGDMM

TIME TABLE - TERM 2 - PGDMM 12-14


1Thursday9/26/13MVWMSPFPMSPFPS&S


Saturday9/28/13AMRCRMCRM

Sunday9/29/13Sunday

2Monday9/30/13ASPASPS&S

Tuesday10/1/13MVWAMR


Thursday10/3/13CRM

Friday10/4/13MVWPlacement Activity


Sunday10/6/13Sunday

3Monday10/7/13ASP

Tuesday10/8/13S&S

Wednesday10/9/13AMRMVWCRMMSPFP

Thursday10/10/13MVWCRMMSPFPS&S




4Monday10/14/13ASPMSPFPS&S

Tuesday10/15/13ASPS&S

Wednesday10/16/13MSPFP

Thursday10/17/13MVWMVWCRMS&S




5Monday10/21/13ASPPlacement WorkshopMENTORINGMSPFPS&S

Tuesday10/22/13MVWASPCRM

Wednesday10/23/13ASPMSPFP

Thursday10/24/13MVWCRMS&S




6Monday10/28/13ASPMENTORINGMSPFPS&S

Tuesday10/29/13MVWS&S

Wednesday10/30/13Placement WorkshopASPMSPFP

Thursday10/31/13MVWCRMS&S



Sunday11/3/13Sunday


Tuesday11/5/13

Wednesday11/6/13

Thursday11/7/13

Friday11/8/13

Saturday11/9/13


7Monday11/11/13ASPMENTORINGMSPFP

Tuesday11/12/13MVWPlacement WorkshopS&S

Wednesday11/13/13ASPASPMSPFP

Thursday11/14/13MVWMVWCRM




8Monday11/18/13ASPMENTORINGPlacement Workshop


Wednesday11/20/13AMRASPMSPFP

Thursday11/21/13MVWMVWCRMS&S




9Monday11/25/13S&SMENTORINGPlacement WorkshopMSPFP


Wednesday11/27/13ASPASPMSPFP

Thursday11/28/13MVWMVWCRMAMR



Sunday12/1/13Sunday

10Monday12/2/13ASPASPPlacement Workshop

Tuesday12/3/13MVWMSPFPMENTORINGAMRS&S

Wednesday12/4/13ASPS&S

Thursday12/5/13AMRAMRCRMCRM


Saturday12/7/13

Sunday12/8/13Sunday

11Monday12/9/13ASPMENTORINGPlacement WorkshopMSPFPMSPFP

Tuesday12/10/13ASPAMRS&S

Wednesday12/11/13AMRCRM





12Monday12/16/13ASPASPMENTORINGS&SS&S


Wednesday12/18/13Placement Workshop

Thursday12/19/13AMRAMR


Saturday12/21/13CRMCRM

Customer Relationship Management (CRM) - Ms. Sanchita Ghosh (3 Credits)Room B



Advanced Marketing Research (AMR) - Dr. Pranava Prakash (3 Credits)Room B



PGDIB

TIME TABLE - TERM 2 - PGDIB 12-14


1Thursday9/26/13MVWMSPFPMSPFPS&S

Friday9/27/13IHRMIHRMPlacement Activity

Saturday9/28/13

Sunday9/29/13Sunday

2Monday9/30/13ASPASPIHRMIHRMS&S

Tuesday10/1/13IFMVW


Thursday10/3/13IF

Friday10/4/13MVWPlacement Activity


Sunday10/6/13Sunday

3Monday10/7/13ASPIHRMIHRM

Tuesday10/8/13IFFTPDS&S

Wednesday10/9/13MVWFTPDMSPFP

Thursday10/10/13MVWFTPDMSPFPIFS&S




4Monday10/14/13ASPIHRMIHRMMSPFPS&S

Tuesday10/15/13ASPIFMENTORINGS&S

Wednesday10/16/13FTPDFTPDMSPFPIF

Thursday10/17/13MVWMVWPlacement WorkshopFTPDS&S

Friday10/18/13IFMSPFPPlacement Activity

Saturday10/19/13


5Monday10/21/13ASPIHRMIHRMMSPFPS&S

Tuesday10/22/13MVWASPIFMENTORING

Wednesday10/23/13ASPFTPDMSPFPIF

Thursday10/24/13IFMVWPlacement WorkshopFTPDS&S

Friday10/25/13FTPDMSPFPPlacement Activity

Saturday10/26/13CRM


6Monday10/28/13ASPMENTORINGIFMSPFPS&S

Tuesday10/29/13MVWIHRMIHRMFTPDS&S

Wednesday10/30/13Placement WorkshopASPMSPFPIF

Thursday10/31/13IFMVWFTPDS&S


Saturday11/2/13

Sunday11/3/13


Tuesday11/5/13

Wednesday11/6/13

Thursday11/7/13

Friday11/8/13

Saturday11/9/13


7Monday11/11/13ASPPlacement WorkshopIFMSPFPMENTORING

Tuesday11/12/13MVWIHRMIHRMFTPDS&S

Wednesday11/13/13ASPASPMSPFPIF

Thursday11/14/13MVWMVWFTPD


Saturday11/16/13

Sunday11/17/13

8Monday11/18/13ASPPlacement WorkshopIHRMIHRM

Tuesday11/19/13MVWFTPDIFMENTORINGS&S

Wednesday11/20/13FTPDASPMSPFPIF

Thursday11/21/13MVWMVWFTPDS&S


Saturday11/23/13


9Monday11/25/13S&SPlacement WorkshopIHRMIHRMMSPFP

Tuesday11/26/13MVWMENTORINGIFFTPDS&S

Wednesday11/27/13ASPASPMSPFPIF



Saturday11/30/13

Sunday12/1/13Sunday

10Monday12/2/13ASPASPIHRMIHRMIF

Tuesday12/3/13MVWMSPFPMENTORINGPlacement WorkshopS&S

Wednesday12/4/13ASPFTPDS&S

Thursday12/5/13


Saturday12/7/13

Sunday12/8/13Sunday

11Monday12/9/13ASPPlacement WorkshopMENTORINGMSPFPMSPFP

Tuesday12/10/13ASPFTPDS&S

Wednesday12/11/13FTPDFTPDIHRMIHRM

Thursday12/12/13MVWMVW





Tuesday12/17/13MENTORINGPlacement WorkshopMVWMVW

Wednesday12/18/13FTPDFTPD

Thursday12/19/13IHRMIHRMFTPD


Saturday12/21/13

International Finance (IF) - Mr. Vinay Chirania Room B





International Human Resource Management - Dr. Aman Agrawal & Prof. Chaube (3 Credits)Room C

Foreign Trade Procedures & Documentation(FTPD) Amit Kr & Dr. Taruna Gautam

Combined

TIME TABLE - TERM 2 - PGDM 12-14


1Thursday9/26/13MVWMSPFPMSPFPSO/CSMERBS&S

Friday9/27/13ACF/IHRMACF/IHRMPlacement Activity

Saturday9/28/13AMRCRMCRMFDFD

Sunday9/29/13Sunday

2Monday9/30/13ASPASPACF/IHRMACF/IHRMS&S

Tuesday10/1/13IF/MISMVWSO/CSMERBM&A/TMEEAMR


Thursday10/3/13FDFDSO/CSMERBCRMIF/MIS

Friday10/4/13M&A/TMEEMVWPlacement Activity


Sunday10/6/13Sunday

3Monday10/7/13ASPACF/IHRMACF/IHRMSO/CSMERBM&A/TMEE

Tuesday10/8/13IF/MISFDM&A/TMEEERLLS&S

Wednesday10/9/13AMRMVWSO/CSMERBCRMMSPFP

Thursday10/10/13MVWCRMMSPFPIF/MISS&S

Friday10/11/13IF/MISIF/MISPlacement Activity



4Monday10/14/13ASPACF/IHRMACF/IHRMMSPFPS&S

Tuesday10/15/13ERLLASPIF/MISM&A/TMEES&S

Wednesday10/16/13FDSO/CSMERBMSPFPIF/MISM&A/TMEE


Friday10/18/13IF/MISMSPFPPlacement Activity

Saturday10/19/13AMRAMRCRMFDFD


5Monday10/21/13ASPACF/IHRMACF/IHRMMSPFPS&S

Tuesday10/22/13MVWASPIF/MISM&A/TMEECRM

Wednesday10/23/13ASPSO/CSMERBMSPFPIF/MISM&A/TMEE

Thursday10/24/13IF/MISMVWCRMSO/CSMERBS&S




6Monday10/28/13ASPSO/CSMERBIF/MISMSPFPS&S

Tuesday10/29/13MVWACF/IHRMACF/IHRMM&A/TMEES&S

Wednesday10/30/13FDASPMSPFPIF/MISM&A/TMEE

Thursday10/31/13IF/MISMVWCRMSO/CSMERBS&S



Sunday11/3/13Sunday


Tuesday11/5/13

Wednesday11/6/13

Thursday11/7/13

Friday11/8/13

Saturday11/9/13


7Monday11/11/13ASPSO/CSMERBIF/MISMSPFPM&A/TMEE

Tuesday11/12/13MVWACF/IHRMACF/IHRMM&A/TMEES&S

Wednesday11/13/13ASPASPMSPFPIF/MISM&A/TMEE

Thursday11/14/13MVWMVWCRMSO/CSMERBERLL




8Monday11/18/13ASPSO/CSMERBACF/IHRMACF/IHRMERLL

Tuesday11/19/13MVWSO/CSMERBIF/MISM&A/TMEES&S

Wednesday11/20/13AMRASPMSPFPIF/MISM&A/TMEE





9Monday11/25/13S&SSO/CSMERBACF/IHRMACF/IHRMMSPFP

Tuesday11/26/13MVWSO/CSMERBIF/MISM&A/TMEES&S

Wednesday11/27/13ASPASPMSPFPIF/MISM&A

Thursday11/28/13MVWMVWCRMM&AAMR



Sunday12/1/13Sunday

10Monday12/2/13ASPASPACF/IHRMACF/IHRMIF/MIS

Tuesday12/3/13MVWMSPFPM&AAMRS&S

Wednesday12/4/13ASPSO/CSMERBFDM&AS&S

Thursday12/5/13AMRAMRSO/CSMERB


Saturday12/7/13

Sunday12/8/13Sunday

11Monday12/9/13ASPSO/CSMERBM&AMSPFPMSPFP

Tuesday12/10/13FDASPM&AAMRS&S

Wednesday12/11/13AMRCRMACF/IHRMACF/IHRMERLL

Thursday12/12/13MVWMVWFDCRMSO/CSMERB






Wednesday12/18/13M&AM&ASO/CSMERBSO/CSMERB

Thursday12/19/13ACF/IHRMACF/IHRMAMRAMR

Friday12/20/13IF/MISIF/MISPlacement Activity

Saturday12/21/13CRMCRMFDFD

Financial Derivatives (FD) - Prof. Raju Majumdar & Dr. Anup Raj (3 Credits) Room BCustomer Relationship Management (CRM) - Ms. Sanchita Ghosh (3 Credits)Room B

Corporate SME & Retail Banking (CSMERB) - Dr. Raman (3 Credits)Room BMarketing of Service & Financial Products (MSPFP) - Dr. Pranava Prakash, Dr. Raman & Prof. Aroop Banerjee (3 Credits)Room B

Advanced Corporate Finance (ACF) - Dr. Anubha Gupta & Ms. Swati Sharma (3 Credits)Room BAdvertising & Sales Promotion (ASP) - Ms. Kriti Swarup & Prof. Sanjay Srivastava (3 Credits)Room B

International Finance (IF) - Mr. Vinay Chirania Room BAdvanced Marketing Research (AMR) - Dr. Pranava Prakash (3 Credits)Room B

Mergers & Acquisition (M&A) - Prof. Raju Majumdar & Ms. Arpita Mehrotra (3 Credits)Room BMarketing In Virtual World (MVW) - Prof. Sanjay Srivavstava, Ms. Kriti Swarup (3 Credits)Room B

Management Information System (MIS) - Ms. Roma Chauhan (3 Credits) room cEmployee Relation & Labour Law (ERLL) - Dr. K.N. Chaube (1 Credit)Room B

Service Operations (SO) - Prof. Aroop Banerjee Room CTalent Management & Employee Engagement (TMEE) - Dr. Itilekha Dash & Dr. Aman Agrawal (2 Credits)Room C

State & Society (S&S) - Core Paper - Dr. Monika Jain, Dr. Anup Raj/Ms. Swati Sharma (3 Credits)AuditoriumInternational Human Resource Management - Dr. Aman Agrawal & Prof. Chaube (3 Credits)Room C

Expenditure

Raw Material Consumed4,982,4863,412,9165,340,943Manufacturing Expenses3,434,8663,699,3444,765,355Directors Remuneration360,000432,000360,000Other Expenses223,791451,052935,404Depreciation270,798324,757355,292Interest & Finance Charges641,252628,315674,905Total9,913,1948,948,38512,431,899

Profit Before Tax100,04893,605223,676

Profit After Tax

Add: Transfer from previous year Balance Sheet370,841307,736163,044Provision for Income Tax30,90030,50057,000Balance carried to Balance Sheet439,990370,841307,736

.

200500090 bbc-case-study-working-capital

Education