A PROJECT REPORT on on the Working Capital Management in Karnataka State Finance Corporation

7/31/2019 A PROJECT REPORT on on the Working Capital Management in Karnataka State Finance Corporation

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ON THE WORKING CAPITAL MANAGEMENT IN KARNATAKA STATE

FINANCE CORPORATION

CHAPTER-I

EXCUTIVE SUMMARY

This is finance project specially focused on the working capital management in

Karnataka State Finance Corporation. The objective of the study is to know the

working capital management provided by the Bank. The procedure followed is the

assistance and the help of the Bank & the Manager. Karnataka State Finance

Corporation is well known for its personalized service & has made rapid strides in the

real of customer service in tune with changing banking scenario. The objective of bank

was primarily to extend financial assistance to the local weavers who were crippled by

a crisis in the handloom industry through mobilizing small savings from the

community.

Methodology:

This is an analytical study based on secondary data collected from the published

annual reports (i.e. 2001-02 to 2006-07) of the KSFC. In addition, the primary data

required is collected from the bank officials through personal interaction.

1. The data required for the purpose of this study is of two types:

1) Primary data

2) Secondary data

Data collection:

The data collected for this study is from annual reports i.e.2002-03 to 2006-07.

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Data presentation:

The data have been presented in Tables as well as Graphs in order to enable as to

understand them in accordance with the objectives of study.

Data analysis:



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The data have analyzed with the help of trend rations 2001-02 is considered be base year

whose value is equal to 100.then. The values for subsequent years i.e.2001-02 to 2006-

07 are calculated and compared with the base year value on year to year basis. The

overall increase/decrease in the values of working capital during the study period has

been calculated for each item of deposits by applying the following formula.

2. Scope of the study:

The study brings out the pattern of working capital in Karnataka State Finance

Corporation. This study also covers the working capital management in the

corporation.

3. Objectives of the study:

The following are the objectives set for the present study.

To understand the behavior and culture of the organization. and

To study the different components of working capital of the corporation.

4. Limitations of the Study:

The study focuses on working capital management. and

The period covered in the present study is 6 years i.e., from 2001-2002 to 2006-2007.

CHAPTER-II

ORGANISATIONAL PROFILE

Origin of State Financial Corporation:



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Indian government has passed state financial corporation legislation in 28th

September 1951. This legislation empowers the state government to set up the state

financial corporations in their respective states. First state financial corporation came to

existence in Panjab in 1953. Now there are 18 state corporations in India.

State financial corporation grant the assistance to medium, small and cottage

industries. The maximum capital allowed for a corporation is Rs. 15 crores. State

government concerned IDBI, commercial banks, insurance companies, co-operative banks

investment trusts and the general public contribute the capital of state financial corporation.

Salient features of state financial corporation:

Some of the salient features of the State Financial Corporation Act, 1959 governing

the S F Cs are as followed

1. The authorized capital of SFCs will be fixed by the respective state governments

However it will not be less than Rs. 50 lakhs or exceed Rs. 50 crores.

2. The authorized capital will be divided into equal number of shares and issued to the

state government. The Reserve Bank, Scheduled Banks, Insurance Companies, other

Financial Institutions and the public. However the issue of the shares to public will

be limited to 25% of the authorized share capital.

3. The General Superintendence, direction and management of the affairs and business

of the corporation is vested in a Board of Directors which is assisted by an executive

committee day today affairs of the corporation will be looked by the managing

Director.



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4. The Director of the Board are nominated by the state government the Reserve Bank

7 the industrial finance corporation of India.

5. A State Financial Corporation is authorized to,

i. Guarantee Loans raised by industrial concerns which are repayable within a

period not exceeding 20 years.

ii. Under write the issue of stocks, shares, bonds and debentures of industria

concerns.

iii. Grant Loan or Advance to industrial concerns repayable within a period not

exceeding 20 years.

iv. Subscribe to debentures floated by industrial concerns.

The main objective of KSFC is to bring orderly and balanced growth of industrials

in the state. Towards this end KSFC is giving special attention to the backward districts to

come under the industrial map.

The main function of KSFC is long term lending for small tiny 7 medium industries

and even for expansion and modernization of existing industries.

History of KSFC (Karnataka State Financial Corporation)

Karnataka State Financial Corporation (KSFC) is one among the 18 state financial

corporations (SFCs) in India. KSFC was established by Government of Karnataka in



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March 1915 under the SFCs Act 1951 for extending financial assistance for setting up of

tiny, small, medium and large scale industrial units in the state.

KSFC is sanctioned loan to industrial units under different schemes. KSFC is also

providing services like hire purchase, leasing and merchant banking activities. KSFC is

recognized as best merchant banker by SEBI. KSFC is an ISO certified organization and

striving to provide better services to its customers through professional management and

team work. The management is taking effective reasons to transform the organization to a

customer centric institution.

KSFC mission is to nurture, develop and service the SME sector through need based

product and services, the small and medium scale sectors in India lacks capital market and

starving for funds. SFCs are started to provide funds to SME sector and encouraged first

generation entrepreneurs to start business especially in back word areas.

Since the capital is scarce resource it should allocated carefully for the development

of industrial units. KSFC has been acting as Regional Development Bank by providing

assistance to needy entrepreneurs. Before giving loan to any projects the corporation should

check the viability of projects. KSFC appraises projects to test the viability from the

marketing, financial, technical, economic and managerial angels.

Achievements of KSFC:

KSFC has completed its 39 years of operation. it has contributed Significantly

for the growth of small scale industry and development of backward areas in the



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state. It has extended financial assistance to rural, cottage industries, articians

SC/ST entrepreneurs and other economically weaker sections of the society under

special loan scheme. The proud of achievement of KARANATAKA STATE

FINANCIAL CORPORATION are given below:

1.Sanction of loan aggregating to Rs .4508 crores to 1, 33,735 project.

2. Loan assistance of rs.970.34 crores to 46,252 SSI units proposed in backward distric

of the state.

3. Sanction of loan aggregating to Rs .2233.45 crores to 78,835SSI units.

4. Establishment of 7 zonal offices .36 branch offices and 2field offices in the state and

higher delegation of powers to zonal and branch offices to sanction and disburse loans

up to Rs .25 lakh . as a consequences of same, today 95% of loans are sanctioned at

branch offices.

5. Introduction of loan assistance schemes for getting ISO 9000 certification for export

oriented and units proposing export of their products

6. Commendation from IDBI as one of the best SFC of the country

KSFC Main Activities / Function:

1 Long term lending



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2 Lease financial assistance or hire purchase assistance for acquisition o

machinery equipment and transport vehicles.

3 Merchant Banking.

4 Fund based activities like bill discounting, investment in schemes and

subscription to non-convertible debentures factor services, etc.,

Mission statement:

`KSFC is committed to nature develop and service the SME sector through need

based product and services.

Quality policy:

Karnataka State Financial Corporations endeavors create satisfied customer through

adequate and timely financial assistance and guidance. This shall be achieved through

professional management and team work.

Quality objectives:

1 To provide good quality of service on continuous basis to the satisfaction of

customers.

2 To extend effective guidance to the entrepreneurs for successful accomplishmen

of their business ventures.



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3 To motivate and involve everyone organizational growth through

implementations the documented quality management system.

4 To encourage everyone in the organization to upgrade and enhance their skills

and knowledge with appropriate training for improving quality of service to

entrepreneurs.

5 To ensure customer satisfaction through team work and professiona

management and

6 To attend specified levels of performance every year and to ensure compliance

with statutory and regulatory requirements.

Types of assistance:

KSFC offers long and medium term financial assistance in the following forms.

1. Loan and advances, with a liberal repayment period (normally not exceeds 8 years)

including moratorium.

2. Loans in collaboration with other financial institution.

3. Subscription to share capital of companies promoted by small entrepreneur (specia

capital scheme) by way of soft loan. KSFC gives preference to the projects which

are as follows;

a) Promoted by technician entrepreneur

b) In the small sector

c) Located in growth centers and developing area of the state



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d) Promoted by entrepreneur belonging to schedule cast and schedule tribe

backward class entrepreneurs and other weaker section of society.

e) Projects which having high employment potent ional

f) Capable of utilization of local resources

g) In tune with the declared national priorities.

Purpose of assistance:

The corporation provides assistance for the acquisition of capital assets in the form

of land, building, plant and machinery only, working capital assistance against raw

materials, stock in trade and semi finished products can by had from the commercial and

industrial co-operative banks.

Assistance available:

KSFC extends term loans to new or existing units up to Rs. 240 lakhs for corporate

bodies and registered co-operative societies. Term loans up to maximum of Rs. 90 lakhs

are sanctioned to proprietary, partnership and Joint Hindu Family concerns. KSFC give

Term Loan jointly with K S I I D C and commercial banks for projects up to Rs. 10 crores.

Area of operation:

Industrial concerns established or to be established in Karnataka are eligible for

assistance from KSFC. An industrial concern incorporated outside the state is also eligible

provided the place of business is in Karnataka and they agree to shift their registered office

to the state of Karnataka.



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Network of KSFC:

KSFC has 7 zonal offices spread over the entire state viz, Bangalore Urban, Bangalore

Rural, Mysore, Mangalore, Dharwad, Belgum and Gulbarga. The head office of KSFC is

located at 1/1 Thimmaiah Road, Bangalore-560052.

There are totally 36 branches of KSFC in the entire state. According to business

availability and seeing there should limits, these branches have been categorized into A

Grade, B Grade and field offices. Accordingly, KSFC has at present 7 Zonal Offices and

16 A Grade branches, 18 B Grade branches and 4 Field offices.

Working of KSFC:

KSFC has decentralized the system of working. Term Loan up to Rs. 25 lakhs are

sanctioned at the branch office level 7 Loans over Rs. 25 lakhs are processed and

sanctioned at the head office. In B Grade branches, Branch Manager can sanction loans

upto Rs. 5 lakhs where as in A Grade branches the Branch Manager can sanction loans up

to Rs. 8 lakhs over and above Rs. 25 lakhs the concerned Deputy General manager (or

Zonal Manager) will sanction the loan.

Management of KSFC:

The management of the KSFC is carried out by the Board of Directors consisted as

per the SFC act 1951, assisted by a Managing Director and Executive committees. The



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Chairman is appointed by the state government is not a full time Director. Where as the

Managing Director appointed by the state government is a full time Director.

Composition of the directors:

The Board has 12 Directors out of them 4 Directors are nominated by the state

Government, 1 by the RBI, 2 by the IDBI and 4 as per the SFCs act 1951. Apart from this

the state government in consultation with IDBI and the board appoints the Managing

Director.

About Bijapur KSFC branch:

It started in 1983. The members of employees were 26 and loan sanctioning up to

Rs. 10,000/- for small scale sectors. In the year 2006 the number of employees have been

decreased to 20 members due to introduction of system of computerization and the loan

sanctioning limit also extended up to Rs. 5,00.000/- to an enterpenurers. At present the

KSFC giving more preference to Term Loan Schemes especially to SSC (Soft Seed

Capital) under National Equity Fund Schemes.

Functional departments of KSFC:

1. Entrepreneur Guidance Cell: It provides guidelines to the prospective

entrepreneurs in setting up the new projects, issues loan application forms to

entrepreneurs and conducts screening committee meetings.

2. Credit Department: The main functions of the credit departments are apprising the

projects, disbursement of funds and monitoring progress during the implementation



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of the project and to keep check on cost overruns and to ensure that funds are

utilized for the purpose intended.

3. Treasury Department: Treasury department is responsible for procurement of

funds from the various sources as and when the need arise.

4. Internal Audit Department: Auditing of books of accounts, verifying title deeds

of properties offered as securities business adhered to follow up for compliance of

observations / recommendations made in report of statutory authority and IDBIs

inspection report will be verified by this department.

5. Legal Department: This department attends all legal matters affecting the interest

of the corporation.

6. Recovery Department: Recovery of loans sanctioned by the corporation and all

other related functions like rescheduling of loan, effective changes in management

of assisted companies effective take over of defaulting units and insisting recovery

proceedings are the main functions of recovery departments.

7. Business Department and Credit Research Department: This department looks

after the market appraisal of products for which loan applications are received

Special report on various industries and products, identification of industries

development, promotional activities, preparation of annual reports, brochures

leaflets on various scheme and other public materials, advertisements, printing and

publication of bimonthly KSFC news bulletin.



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8. Personal Department: This department is in charge of recruiting, promotion, job

rotation, transfers, employee discipline, welfare and industrial relation and payrolls.

In additions the department has a HRD cell, which carries out training and

development activities apart from carrying out performance appraisal and manpower

planning.

9. Hire Purchase and Financial Service Department: This department is in charge

of hire purchase and financial services provided by KSFC.

10. Management Information System Department: This department is solely

responsible for providing up to date information of all the branches, all the

departments etc., required by the management.

11. Information Technology Department: This department was formed to

computerize all the records and documents of KSFC. With large scale

computerization the corporation aims to function as a paperless office.

12. Public Grievance: This department is formed to solve the problems of KSFC

customers. These receives complaints from the customers and effectively sorts out.

Employee grievance redressed committee has also been constituted.

13. Sick Units Monitoring Department: The department which has been formed for

rehabilitation of potentially viable sick units conducts in-depth study regarding

cases referred and assess the eligibility for rehabilitation assistance

14. Asset Reconstruction Department: The asset Reconstruction department at the

head office is formed to review the chronic Sec. 29 cases, DC cases and suit field



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cases. This department verifies all the cases under review and occupies defaulting

units and takes steps to recover the loan by selling the units.

15. Women Entrepreneur Guidelines Cell: This department is started to encourage

women entrepreneurs to establish the industries by providing them necessary

guidelines.

16. Account Department: This department is formed to maintain accounts of the

office

Karnataka State Financial Corporation citizens charter:

The Corporation aims at customer satisfaction through Professional Management

and Team Work.

1.The corporation offers:

Financial assistance for acquiring fixed assets like land, building, plant &

Machinery and other miscellaneous assets.

Sanction of Term Loans to new Tiny, Small and Medium enterprises and Services Sector.

Sanction of Term Loans to existing industrial concerns and services sector units

For expansion / modernization / diversification.

Sanction of Working Capital Term Loans to meet working capital requirements of

industrial / service enterprises under special schemes.

Operating of Foreign Letter of Credit for import of capital goods.

Rental Discounting and other fee based services.

Provides insurance coverage for assets and other non life insurance products.



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Accepts Fixed Deposits for a term of one year and above.

2. Financial assistance - limits of accommodation:

I. Proprietary / partnership Rs.200.00 lakh

II. Corporate bodies (both private & public limited), registered

Co-operative societies Rs.500.00 lakh

In respect of existing units operating successfully, maximum limit can be

Extended upto Rs.800.00 lakh for category (I) and Rs.2000.00 lakh for category

In respect of category (II) the financial assistance can be sanctioned provided the

Paid up capital and free reserves do not exceed Rs.2000.00 lakh.

If the requirements of the funds for a project are substantial and cannot be extended by

the Corporation alone, then the requirement of loan of such projects can be met in

consortium with other financial institutions.

Minimum loan size is Rs.5.00 lakh.

3. Activities financed by the corporation:

1. General Loans for setting up new tiny, small and medium scale enterprises and

Service sector units.

2. Hotels / Restaurants.

3. Tourism related facilities (Amusement parks, Convention centers, Restaurants,

Travel & Transport, Tourist service agencies, Mobile canteen / catering).

4. Hospitals / Nursing Homes.

5. Acquiring Electro Medical Equipment, setting up of Medical Stores.



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6. Transport Loans (SRTOs & acquisition of private vehicles).

7. Industrial Estates, IT Parks, ready built office space, Training Institutions,

Godowns and Warehouses.

8. Group Housing Sector.

9. Construction and purchase of commercial complex.

10. Development / maintenance and construction of roads.

11. Qualified Professionals (Management, Accounting, Medical Professionals,

Architects & Engineers, Veterinary clinics).

12. Rehabilitation of sick units.

4. Area of operation:

The Corporation extends financial assistance for an enterprise in the State of

Karnataka With its network of 29 branches covering all the districts of the State.

5. Application forms for loan:

Loan application forms are issued after the proposal is cleared in the Project

Clearance Committee (PCC) meeting. For loans proposals upto Rs.50.00 lakh Branch

Offices will issue the application forms. For the loans proposals above Rs.50.00 lakh, loan

applications are issued at Head Office

6. Time frame for processing sanctions:

New loans up to Rs.35.00 lakh 21 days Branch office





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New loans up to Rs.500.00 lakh 60 days Head Offices

7. a) Primary security:

The primary security for loan will be the assets financed i.e., land, building &

machinery .If working capital loan is provided, the inventories in the form of raw-

materials, work in process, finished goods besides bills & book debts are to be pledged /

hypothecated.

b) Collateral security:

All loans are to be backed by collaterals in the form of commercial or residential

Properties located in the State of Karnataka or Fixed Deposits or NSC Residentia

Properties of third parties as collateral are discouraged. Assets free of encumbrance

charged to the Corporation will be further charged. In case of corporate loan, in the absence

of adequate security in the form of primary assets, collateral security to the extent of 100%

of the loan amount is insisted in respect of existing units assisted by the Corporation and in

respect of other units collateral security will be 150% of the loan amount. Note: The

primary & collateral are to be by way of simple mortgage at jurisdictional SRO.

8. Disbursement of loan:

Loans are disbursed after the promoter brings in stipulated equity / contribution

from his side as stipulated in the terms of sanction & after properties are mortgaged /

hypothecated as per terms of loan & guarantee deeds executed. The extent of disbursement



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Procedure for Availing Loan Assistance from KSFC:

The Entrepreneurs requiring the financial assistance have to the following

procedures.

a. Call on assistance general manager (E.G) cell, KSFC, HOD or the branch

manager and discuss about their project. The entrepreneurs are require to carry

with them a brief project report, details on proposed for the unit extent for term

loan required etc., at the time of visit.

b. The entrepreneurs are required to attend screening committee on advice from EG

department or branch manager at the head office or branch office as the case

may be to get prima-face clearance for their project and to obtain the loan

application forms and check list.

c. The filled in loan application forms have to be submitted in triplicate along with

enclosures as per checklist and handed over to AGM (EG) at head office or

branch manager as the case may be and to obtain acknowledgement the

entrepreneurs are required to pay loan application processing fee by cash or D.D

and obtain receipt as per schedule given below.

Application processing fee:

Loan Amount Fee

Up to Rs. 10,000/- Nil



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Between Rs. 40,000 to 2, 00,000/- 1/4% ofLoan

Above Rs. 2, 00,000/- 1/2%of Loan

Sanction limit of loans


Limits of Assistance

Category Maximum loan

Proprietary Concerns /Partnership

Firms

Rs. 200.00 lakh

Private And Public Limited Companies

And Co-Operative Societies

Rs. 500.00 lakh

Debt Equity Ratio

For Loans Up To Rs. 10.00 Lakh 3:1

For Loans Above Rs. 10.00 Lakh 2:1

RSR Scheme Flexible

Modernization Scheme (Overall) 2:1

Promoters Contribution

Particulars Minimum percentage on Project Cost

Backward District /Regions 20%

Non- Backward District Regions 22.5%

RSR Flexible

DG Set Loan 10%


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Interest rates on loans

Revised

Interest Rates (%)

Sl No Category of Borrowers/Loans Gross Rebate Net

1 Term loans above Rs.50,000/ and up to

Rs.2,00,000/-

15.0 1.5 13.5

2 All Term Loans (including WCT

L) over Rs.2,00,000/- other than loans

indicated at Sl.No. 3 & 4

15.5 1.5 14.0

3 Commercial Complexes, Construction

activities like Residential Apartments,

Shopping Complexes etc., Corporate

loans, AMARA scheme, Bridge loans ,

Finance to Existing Assets, Entertainment

Industry( including Films) etc

15.5 1.0 14.5

4 Privileged Entrepreneurs Scheme 14.5 - 14.5



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CHAPTER-III

METHODOLAGY

This study is analytical study, which is primarily based on the secondary data. The

primary data was also used for this study.

1. The data required for the purpose of this study is of two types:

1) Primary data

2) Secondary data

Data collection

Primary data:

The required primary data was collected orally from the concerned officers of

Karnataka State Finance Corporation Bijapur Branch through interaction.

Secondary data:

The secondary data was obtained from the annual reports of the corporation for the

period between 2001-2002 and 2006-2007.

Data presentation:

The data collected have been presented in the form of tables and graphs.

Data analysis and interpretation:

The data collected are used to calculate working capital by applying the following formula

Working capital = Current Assets Current Liabilities



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The data have analyzed with the help of trend rations 2001-02 is considered be base year

whose value is equal to 100.then. The values for subsequent years i.e.2001-02 to 2006-

07 are calculated and compared with the base year value on year to year basis. The

overall increase/decrease in the values of working capital during the study period has

been calculated for each item of deposits by applying the following formula.

Overall increase/decrease in value = Sixth year value (2006-07) X100Base year value (2001-02)

2. Scope of the study:

The study brings out the pattern of working capital in Karnataka State Finance

Corporation. This study also covers the working capital management in the

corporation.

3. Objectives of the study:

The following are the objectives set for the present study.

To understand the behavior and culture of the organization.

To study the different components of working capital of the corporation. and.

To study the working capital management.

4. Limitations of the Study:

The study focuses on working capital management.

The period covered in the present study is 6 years i.e., from 2001-2002 to 2006-2007.

The suggestions and conclusion made are based on the data collected. And analyzed.



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CHAPTER-IV

THEORETICAL FRAME WORK: AN INTRODUCTION

The most profitable function of an organization is to make the working capital.

Sanctioning credit to customers and others out of current assets and current liabilities at

its disposal is one of the principal services of an organization.

It is the Current assets and current liabilities, which bring most of the earnings

for an organization and establish valuable ties with the community. An effective Current

assets and Current liabilities policy provides funds to the vital sectors of the economy in

appropriate amounts and appropriate time, and there by promoter economic

development.

Working capital

Meaning:

Working capital management can be defined as that aspect of financial management

which is concerned with the safeguarding and controlling of the firms current assets, and

planning for sufficient funds to pay current bills.

Working capital management is concerned with all decisions and acts that influence

the size and effectiveness of working capital. The goal of working capital management is to

manage each of the firms current assets and current liabilities in such a way that an

acceptable level of networking capital is maintained.



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Current liabilities: These are those which are intended, at their inception to be paid

in the ordinary course of business, within a year, out of the current assets or earnings of

the concern. The basic current liabilities are accounts payable, bills payable, bank

overdraft and outstanding expenses.

The interaction between current assets and current liabilities is the main them of

the working capital management. Because if the firm cannot maintain a satisfactory

level of working capital, it is likely to because insolvent and may even be forced into

bankruptcy. The current assets should be managed efficiently in order to maintain the

liquidity of the firm.

Concepts of Working Capital Management

1. Gross working capital :

The term gross working capital refers to the firms investment in current

assets. This includes cash, short term securities, debtors (accounts receivable

book debts bills receivable and stock (inventory).

2. Net working capital :

The term net working capital refers to the difference between current assets and

current liabilities.

A positive net working capital will arise when assets exceeds current liabilities

and a negative working capital will occurs when liabilities are in excess of current

assets.



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Net working capital is a qualitative concept. It indicates the liquidity position

of the firm and suggests the extent to which working capital needs may be financed by

permanent sources of funds.

Need for working capital:

The need for working capital to run the day to day business activities be over

emphasized.

Every firm should aim at maximizing the wealth of its shareholders. In this case

a firm should earn sufficient return from its operations. Earning a steady amount of

profit requires successful sales do not convert into cash instantaneously.

Working Capital Categorized into:

1. Fixed or permanent working capital:

The need for current assets arises because of the operating cycle. Operating cycle

is a continues process and, therefore the need for current asset is felt constantly. There is

always a minimum level of current asset, which is continuously required by the firm to

carry on its business operations. This minimum level of current asset is referred to as

permanent or fixed working capital.

2. Fluctuating or temporary working capital:

The changes in production and sale, leads change in working capital.



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For example: Extra inventory of finished goods will have to be maintained to support

the peak periods. On the hand investment in raw material work in progress and finished

goods will fall if the market is slack.

The extra working capital needed to support the changing production and sales

activities called fluctuating or temporary working capital.

Permanent and temporary working capitals are necessary to facilitate production

and sale through the operating cycle, but temporary working capital is created by the

firm to meet liquidity requirements.

The permanent working capital line need not be horizontal if the firms

requirement for permanent capital is decreasing over a period.

Objectives of working capital management:

i. To ensure adequate liquidity of a firm

ii. To minimize the risk and

iii. The contribution to the maximization of firms value.

Principles of working capital management:

i. Principles of risk assumption.

ii. Net worth position.

iii. Maturity of payment and

iv. Cost of capital.

Importance of working capital management



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0 Adequate working capital creates certainty, security and confidence in the minds of

the persons in the management as well as in the minds of creditors and workers.

1 It creates a good credit standing for the firm because credit standing depends upon

the ability to pay promptly. A Company with adequate working capital is always able to

meet current liabilities.

2 It ensures solvency and stability of the enterprises It also ensures continuity in

production and sales. It enables the company to take advantage of cash discount offered by

the suppliers of raw materials or merchandise. It enhances the prestige of the company and

moral of its workers because a company with adequate working capital is always able to

pay wages and salaries promptly and regularly.

3 It enables the company to procure loans from banks on easy and competitive terms

In times of boom, it enables the company to meet increasing demands for its products. In

times of depression the company to overcome the crisis successfully. It enables the

company to hold carry on its business successfully and active continued progress and

prospective. It enables the company to carry on its business successfully and active

continued progress and prosperity.

Determinants of working capital:

1. Nature of business:

The working capital requirements of an enterprise are basically related to the

conduct of business. Enterprises fall into some broad categories depending on the



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nature of their business. Public utilities have two features which have a bearing on

working capital needs are,

i. The cash nature of business i.e. cash sale and

ii. Sale of services rather than commodities.

In case of trading and financial enterprises, they have to maintain a

sufficient amount of cash, book debts and inventories. They have to invest the large

amount in working capital.

The manufacturing concerns require fairly large amounts of working

capital through it varies from industry to industry depending on their asset structure.

The proportion of current assets to total assets measures the relative requirement of

working capital of various industries the relative requirements of working capital of

various industries.

1. Production cycle:

This is another factor which has a bearing on the quantum of working

capital. The term production or manufacturing cycle refers to the time involved in the

manufacturing of goods. It covers the time span between the procurement of raw

materials and the completion of the manufacturing process leading to the production of

finished goods.

There is some time gap before raw materials become finished goods. To

sustain such activities the need for working capital is obvious.



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The longer the time spans (i.e. the production cycle), the larger will be the

tide up funds and, therefore the larger is the working capital needed and vice versa.

2. Business cycle:

The working capital requirements are also determined by the nature of the business

cycle. Business fluctuations lead to cyclical and seasonal changes, which, in turn, cause

a shift in the working capital position. The variations in business conditions may be in

two directions:

1. Upward phase when boom conditions prevail, and

2. Downswing phase when economic activity is marked by a decline.

3. Production policy:

The quantum of working capital is also determined by production policy. The

demand for products is seasonal, i.e. they are purchased during certain months of the

year. There are two opinions for production policy to enterprises, either they confine

their production only to periods when goods are purchases or they follow a steady

production policy throughout the year and produce goods at a level to meet the peak

demand. During the slack season the firms have to maintain their working force and

physical facilities without adequate production and sale. When the peak period arrives,

the firms have to operate at full capacity to meet the demand.

Thus serious difficulties will be encountered in trying to match production to the

ebb and flow of the seasonal demand pattern. The better alternative is large

accumulation of finished goods (inventories) during the off-season and their abrupt sale



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during the peak season. The progressive accumulation of stock naturally requires an

increasing amount of working capital, which remains tied up for some months.

Working capital planning has to incorporate this pattern of requirement of funds

when production and seasonal sales are steady. Production policies have to be

formulated on the basis of individual setting of each enterprise and the magnitude and

dimension of the working capital problems will accordingly vary.

4. Credit Policy:

The credit policy relating to sales and purchases also affects the working capital.

The credit policy influences the requirement of working capital in two ways,

(i) Through credit terms granted by the firm to its customers/buyers of goods

(ii) Credit terms available to the from its credits.

The credit terms granted to customers have a bearing on the supplies of goods

(trade creditors), the need for working capital is less. The working capital

requirements of the business are affected by the terms of purchase and sale, and the role

given to credit by a company in its dealing with creditors and debtors.

If there is a keen competition then there is a wide scope for managerial

discretion in working out a suitable credit policy relevant to each customer based on the

merits of each case. Liberal credit facilities can be extended on the basis of credit

rating. This will avoid the problem of having excess working capital. Adoption of

rationalized credit facilities can be significant factor in determining the working capital



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needs of an enterprise. To win and retain customers, it may be forced, among other

things, to offer generics credit terms to them.

The investment in book debits will consequently be of a higher order,

necessitating large working capital. To be able to enjoy consumer patronage on a

continuous basis, a firm will have to offer a variety of products quite unlike a firm

which has a hold on the market, hence does not need special efforts to satisfy customer

requirements. The consequence of a higher level of inventories would be an additional

need for working capital. The degree of competition is, therefore an important factor

influencing working capital requirements.

5. Growth and expansion:

As a company grows, the amount of working capital requirements also grows.

It is difficult to determine precisely the relationship between the growth in the volume

of business of a company and the increase in its working capital. The composition of

working capital in a growing company also shifts with economic circumstances and

corporate practices other thing being equal, growth industries require more working

capital than those that are static. The need for increased working capital funds does not

follow the growth in business activities but precedes it. Advance planning of working

capital is, therefore a continuing

Necessity for growing concern.

6. Availability of raw material:



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The availability of certain raw material on a continues basis without

interruption would sometimes effects the requirements of working capital. There may

be some materials, which cannot be procured easily either because of their sources, are

few or they are irregular. To sustain smooth production, therefore, the firm might be

compaelled.To purchase and stock them for in access of genuine production needs. This

will result in an excusive inventory of such materials. The procurement of some

essential raw materials is difficult because of their sporadic supply. This happens very

often with raw materials, which are in short supply, and are controlled to ensure

equitable distribution. The element of uncertainly would lead to relatively high level of

working capital. Some raw materials may be available only during certain seasons.

They would have to be necessarily obtained, when available, to provide for a period

when supplies are lean. This will cause seasonal fluctuations in working capital

requirements.

7. Profit level:

The level of profits earned differs from organization to organization. The

nature of the product, hold on the market, quality of management and monopoly power

would by and large determine the profit earned by a firm. It can generalized that, a firm

dealing in a quality product, have a good marketing arrangements and enjoying

monopoly power in the market, is likely to earn high profits and vice versa.



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High profit margin would improve the prospects of generating more internal

funds thereby contributing to the working capital pool. The net profit is a source of

working to the extent that is has been earned in cash.

The cash profit can be found by adjusting non-cash such as depreciation,

outstanding expenses and losses written off, in the net profit but in practice the net cash

inflows from operations cannot be considered as cash available for use at the end of

cash cycle. As companies operations in progress, cash is used for augmenting stock,

book debts and inflows on a day-to-day, basis assume importance because steps can

then be taken to deal with surplus and defect cash.

8. Level of taxes:

The first appropriation out of profits is payment or provision for tax. The

amount of taxes to be paid is determined by the prevailing tax regulations. The

management has in this respect. Very often, taxes have to be paid in advance on the

basis of the preceding year. Tax liability is, in a sense, short-term liability payable in

cash. An adequate provision for tax payment is, therefore an important aspect of

working capital planning. If tax liability increases, it leads to an increase in the

requirement of working capital and vice versa. Management has to discretion in regard

to the payment to taxes; in some cases non-payment may invite penal action there is,

however wide scope to reduce the tax liability through proper tax planning.



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The service of tax experts can be availed of to take advantage of the various

concession and incentives through avoidance as opposed to evasion of taxes. Tax

planning can, therefore, be said to be an integral part of working capital planning.

9. Dividend policy:

Appropriation of profits, which has a bearing on working capital, is dividend

payment. The payment of dividend consumes cash resource and thereby, affects

working capital to that extent. In another case if the firm does not pay dividend but

retains the profits working capital increases. So it is important for the firm to decide

whether profit is to be distributed or retained while calculate or planning for working

capital.

There are wide variations in industry practices as regards the relationship between

working capital requirements and divided payment. In some cases shortage of working

capital has been a powerful reason for reducing or even skipping dividends in cash.

When dividend payments are continued in spite of inadequate earning in a particular

year because of sound liquidity. Sometimes, the dilemma is resolved by the payment of

bonus shares. This enables the payment of dividend without draining away the cash

resources and, thus without reducing working capital. Dividend policy is thus, a

significant element in determining the level of working capital in an organization.

10. Depreciation policy:

Depreciation policy also exerts an influence on the quantum of working capital.

Depreciation changes do not involve any cash outflows. The effect of depreciation



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policy on working capital is, therefore indirect. Depreciation affects the tax liability and

retention of depreciation also means lower disposable profits and, therefore, a smaller

dividend payment thus, more profits. Higher depreciation also means lower disposable

profits, and therefore a smaller dividend payment thus cash is preserved. In the second

case the method of depreciation has important financial implications. If current capital

provision is strengthened and there may be no need for short-term borrowing.

If the current capital expenditure exceeds the depreciation provision, either outside

borrowing will have to be resorted to or a restriction on dividend payment coupled with

retention of profits will have to be adopted to prevent the working capital position from

being adversely affected. It is in these ways that depreciation policy is relevant to the

planning to working capital.

11. Price level changes:

Changes in the price level also affect the requirements of working capital. Rising

prices necessitate the use of more funds for maintaining an existing level of activity. For

the same level of current assets, higher amount of working capital.

The price rise does not have a uniform effect on all commodities. Some firms may

not be affected at all. The implications of changing price levels on working capital

operations, its operations; its standing in the market and other relevant considerations.

12. Operating efficiency:

The operating efficiency of the management is also an important determine of the

level working capital position through operating efficiency. Management cannot control



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the rise in prices; it can ensure the efficient utilization of resources by eliminating waste,

improving coordination and a fuller utilization of existing resources. Efficiency of

operations and a fuller utilization existing resources. By eliminating waste, improving

co-ordination of resources the pace of cash cycle and improve s the working capital

turnover. It releases the pressure on working capital by improving profitability and

improving the internal generation of funds.

The level of working capital is determined by a wide variety of factors which are

partly internal to the firm and party external (environmental) to it. Effective working

capital management requires effective planning and a constant review of the needs for

an appropriate working capital strategy.

Estimation of working capital requirements:

1. Expenses on raw materials, labors and overhead.

2. Length of time the raw materials to be held in stock.

3. Length of time the raw materials remain in manufacturing process in semi

finished form.

4. Length of time, finished goods are held in go down waiting sales.

5. Credit period granted to the sundry debtors.

6. Credit period granted by the sundry creditors and

7. Time gap in the payment of wages, salaries and other operating expenses.

Operating cycle:



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Operating cycle is time duration required to convert sales, after the conversion of

resources into inventories into cash. Investment in current assets such as inventories and

debtors is realized during the firms operating cycle which is usually less than a year.

Figure-1

Operating cycle of manufacturing company

Sale of product Finished goods

Sundry debtors working in progress

Bills received

Cash Raw materials

Figure-2

Operating cycle of non-manufacturing company

Cash



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presents the analysis and interpretation of over all current assets and current liabilities

Section-II presents the analysis interpretation of individual items of current assets while

section-III presents the analysis and interpretation on of individual items of curren

liabilities.

The following current assets and current liabilities:

A. Current Assets:

1. Seed Capital Assistance

2. Deposits With Banks

3. Subsidy Bonds Sinking Fund Deposits

4. Advances to Staff

5. Deposits and Other Advances

6. Other Assets

7. Advances to Suppliers

8. Hire Purchase Installment Due

9. Assets Acquired in satisfaction of Loans and

10. Dividend Deficit Account.

B. Current Liabilities

1. Amount Receivable from Gok

2. Earnest Money Deposits

3. Sundry Deposits

4. Dividend Subvention from Gok



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5. Seed Capital Assistance

6. Other Liabilities

7. Sundry Liabilities and

8. Margin Money Assistance.

Section-I

1. Current assets and current liabilities 2001-02, the following information is

relating to different current assets and current liabilities during the year 2001-02

presented in table-1

Table-1



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Current Assets 2001-02

(Rs,in lakhs)Sl. No Particulars Amount Percentage

1 Seed capital assistance 4649.2 25.09

2 Deposits with banks 1000 5.40

3 Subsidy bonds sinking fund deposit 7141.82 38.54

4 Advances to staff 2878.89 15.54

5 Deposits and other advances 445.38 2.40

6 Other assets 5.73 0.03

7 Advances to suppliers 1004.12 5.42

8 Hire purchase installment due 779.69 4.21

9 Assets acquired in satisfaction of loans 0 0.00

10 Dividend deficit account 624.1 3.37

Total 18528.93 100.00

Table -1 A

Current Liabilities 2001-02

(Rs, in lakh)

Sl. No Particulars Amount Percentage

1 Unclaimed dividends 0.36 0.00

2 Earnest money deposit 5.31 0.03

3 Sundry deposits 1643.44 9.05

4 Dividend subvention from GoK 958.88 5.28


6 Other liabilities 284.52 1.577 Sundry liabilities 9016.35 49.63

8 Margin money assistance 1586.19 8.73

Total 18167.44 100.00

Working Capital = Current assets Current liabilities

= Rs. 18528.93- Rs. 18167.44

= Rs 316.49 lakhs

Information relating to various current assets and current liabilities included in the year

2001-02

Graph-1




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4.21

0.00

15.54

25.09

38.54

5.40

5.42

2.40

0.03

3.37

Seedcapital assistance

Depossits withbanks

Susidy bonds sinkingfunddeposit

Advances tostaff

Deposits andother advaces

Other assets

Advances tosuppliers

Hirepurchaseinstallment due

Assets acquiredinsatisfactionof

loansDividenddeficit account

Graph 1A

Current liabilities 2001-02

0.03

0.00

9.05

5.28

25.72

1.57

49.63

8.73

unclaimed dividends

Earnest money deposit

Sundry deposits

dividend subvention fromgok


Other liabilities

Sundry liabilities

Margin money assistance

Table-1 reveals that in the overall composition of current assets, subsidy bonds

sinking fund deposits are the highest (38.54%) where as the other assets are the least

(0.03%).

Table 1 A show that in the overall current liabilities the sundry liabilities are the

highest (49.63) where as the earnest money deposits are the least (0.03%)

2. Current assets and current liabilities 2002-03, the following information is relating

to different current assets and current liabilities during the year 2002-03 presented in table-2

Table-2

Current Assets -2002-03

(Rs,in lakh)Sl.no Particulars Amount Percentage



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2 Deposits with banks 310.01 2.29

3 Subsidy bonds sinking fund deposit 2778 20.48


5 Deposits and other advances 518.7 3.826 Other assets 7.72 0.06


8 Hire purchase installment due 853.12 6.29

9 Assets acquired in satisfaction of loans 2.76 0.02


Total 13565.66 100.00

Table-2A

Current liabilities-2002-03

(Rs, in lakh)

Sl.no Particulars Amount Percentage1 Unclaimed dividends 0.36 0.00



4 Dividend subvention from gok 1596.88 9.81


6 Other liabilities 278.75 1.71

7 Sundry liabilities 6085.92 37.39


Total 16276.92 100.00


= Rs. 13565.66- Rs. 16276.92

= Rs - 2711.26. lakhs.


2002-03

Graph-2

Current Assets-2002-03



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3.82

0.06

6.83

6.29

0.02

41.75

2.2920.48

12.77

5.70


Depossits withbanks

Susidy bonds sinkingfunddeposit

Advances tostaff


Other assets


Hirepurchase installment due

Assets acquiredinsatisfactionof

loansDividenddeficit account

Graph-2A


0.00

37.39

1.71

34.12

9.81

8.01

0.03

8.92

unclaimed dividends


Sundry deposits


Seed capital assistance

Other liabilities

Sundry liabilities


Table-2 inferred that in the composition of overall current assets, seed capital

assistance are the highest (41.47%) wheras the assets acquired in satisfaction of loans are

the least (0.02%).

Table-2A shows that in the composition of overall current liabilities, sundry

liabilities are the highest (37.39%) wheras the earnest money deposits are the least (0.03%).

3 .Current assets and current liabilities 2003-04, the following information is relating

to different current assets and current liabilities during the year 2003-04 presented in table-

3

Table-3




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(Rs in lakh)Sl no Particulars Amount Percentage



3 Advances to staff 3459.23 26.844 Deposits and other advances 243.48 1.89


6 Advances to suppliers 365 2.83



9 Amount receivable from gok 109.71 0.85

Total 12889.5 100.00

Table-3A


(Rs in lakh)

Sl.no Particulars Amount Percentage







7 Sundry liabilities 843.79 7.648 Margin money assistance 1357.39 12.30

Total 11039.51 100.00


= Rs 12889.50- Rs 11039.51.

= Rs 1849.99lakhs


2003-04

Graph-3




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1.89

0.09

2.83

0.01

11.25

26.84

6.000.85

50.24


Depossits withbanks

Advances tostaff


Other assets


Assets acquiredinsatisfaction

of loansDividenddeficit account

Amount receivablr fromgok

Graph-3A


0.00

0.05

8.18

54.59

14.47

12.30

7.64

2.78

unclaimeddividends


Sundry deposits

dividendsubventionfromgok


Other liabilities

Sundry liabilities

Marginmoney assistance

Table-3 shows that in the composition of overall current assets, seed capital

assistance are the highest (50.247%) wheras the assets acquired in satisfaction of loans are

the least (0.01%).

Table-3A shows that in the composition of overall current liabilities, seed capital

assistance are the highest (54.59%) wheras the earnest money deposits are the least

(0.05%).

4. Current assets and current liabilities 2004-05, the following information is relating to

different current assets and current liabilities during the year 2004-05 presented in table-4

Table-4


(Rs in lakh



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Sl.No Particulars Amount Percentage




4 Deposits and other advances 173.45 1.565 Other assets 11.3 0.10





Total 11107.74 100.00

Table-4A


(Rs in lakh)



2 Earnest money deposit 5 0.03





7 Sundry liabilities 1243.26 6.758 Margin money assistance 1289.99 7.00

Total 18416.15 100.00


= Rs 11107.74-Rs 18416.15

= Rs -7308.41 lakhs.


2004-05

Graph-4

Current assets 2004-05



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0.10

61.54

8.55

10.03

0.01

1.56

0.18

6.9611.06


Depossits withbanks

Advances tostaff

Deposits andother

advacesOther assets


Assets acquiredin

satisfactionof loansDividenddeficit account

Amount receivablr from

Graph-4A


0.81

6.757.00 0.00

36.81

8.67

39.95

0.03 unclaimed dividends


Sundry deposits


Seed capital assistance

Other liabilities

Sundry liabilities


Table-4 reveals that in the composition of overall current assets, seed capita

assistance are the highest (61.54%) wheras the advances to suppliers are the least (0.01%)

Table-4A shows that in the composition of overall current liabilities, sundry deposits are

the highest (39.95%) wheras the earnest money deposits are the least (0.03%).

5. Current assets and current liabilities 2005-06, the following information is relating to

different current assets and current liabilities during the year 2005-06 presented in table-5

Table-5


(Rs, in lakh)Sl.no Particulars Amount Percentage





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4 Deposits and other advances 243 1.06



7 Assets acquired in satisfaction of loans 18.7 0.088 Amount receivable from gok 35.08 0.15



Total 22970.15 100.00

Table-5A


(Rs, in lakh)









Total 12140.31 100.00


= Rs 22970.15- Rs 12140.31

= Rs 10829.84 lakhs.


2005-06.

Graph-5

Current Assets-2005-06



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71.83

0.02

1.06

7.92

1.084.300.000.08

0.15

13.55


Depossitswithbanks

Advancestostaff

Depositsandother advaces

Other assets

Advancestosuppliers

Assetsacquiredin

satisfactionof loansAmount receivablefromgok

Assetsacquiredin

satisfactionof loansi idenddeficit account

Graph-5A

Current Liabilities-2005-06

0.04

0.10

68.67

13.15

1.24

16.80 Earnest money deposit

Sundry deposits

dividendsubvention fromgok

Other liabilities

Sundry liabilities


Table-5, shows that in the composition of overall current assets, deposits with banks

are the highest (71.83%) wheras the other assets are the least (0.02%).


deposits are the highest (68.67%) wheras the earnest money deposits are the least (0.03%).

6. Current assets and current liabilities 2006-07: the following information is relating

to different current assets and current liabilities during the year 2006-07 presented in table-

6

Table-6



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(Rs, in lakh)Sl.no Particulars Amount Percentage


2 Deposits with banks 9435.2 64.143 Advances to staff 2933.87 19.94

4 Deposits and other advances 287.04 1.95





Total 14711.07 100.00


Sl.No Particulars Amount Percentage








Total 6374.19 100.00


= Rs 14711.07- Rs 6374.19

= Rs 8336.88 lakhs.


2006-07.

Graph-6




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0.05

1.95

64.14

6.506.720.13

0.57

19.94


Depossits withbanks

Advances tostaff

Deposits andother

advacesOther assets

Assets acquiredin

satisfactionof loansAmount receivablefrom

gok

Assets acquiredin

satisfactionof loans

Graph-6A


0.01

0.08

4.4125.05

38.45

0.21

36.20

unclaimed dividends


Sundry deposits

dividend subvention from

gok

Other liabilities

Sundry liabilities

Marginmoney assistance

Table-6, revels that in the composition of overall current assets, deposits with

banks are the highest (64.14%) wheras the other assets are the least (0.05%).


deposits are the highest (38.45%) wheras the unclaimed dividend are the least (0.01%).

Section-II

1. Seed Capital Assistances the information relating to seed capital assistances is

presented in Table-1



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Table-1Seed capital assistances from 2001-02 to 2006-07

(Rs.in lakhs)

Year Amount Difference % Change

2001-02 4649.2 - -2002-03 5663.48 1014.28 21.816

2003-04 6475.86 812.38 14.344

2004-05 6835.57 359.71 5.555

2005-06 1820.26 -5015.31 -73.371

2006-07 986.56 -833.7 -45.801

Graph-1

Seed capital assistances from 2001-02 to 2006-07

-45.801

-73.371

5.555

14.34421.816

-80

-60

-40

-20

0

20

40

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

year

percenta

It may be inferred from Table-1 that the seed capital assistance has increased to

21.81% (2002-03) over the figures of 2001-02 and again it increased by 14.34% (2003-

2004) when compared to figures of 2002-03. Further it increased to 5.55% (2004-05) over

the figures of 2003-04. However they have declined to -73.37% (2005-06) over the figures

of 2005-06 and again it declined to-45.80% (2006-07) if compared with figures of 2005-06

The overall decrease in the total seed capital assistance from others is -78.78%.

2. Deposits With Bank: The information relating to deposits with bank is presented in

Table-2

Table-2



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Deposits with bank (Rs.in lakhs)


2001-02 1000 - -

2002-03 310.01 -689.99 -69.002003-04 1450 1139.99 367.73

2004-05 950 -500 -34.48

2005-06 16500 15550 1636.84

2006-07 9435 -7065 -42.82

Graph-2

Deposits with bank

0.00

-42.82

1636.84

-34.48

367.73

-69.00

-200.00

0.00

200.00

400.00

600.00

800.00

1000.00

1200.00

1400.00

1600.00

1800.00

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

year

percentag

It may be found from Table -2 that the deposit with bank has decreased to -69%

(2002-03) over the figures of 2001-02. It increased to 367.73% (2003-04) over the figures

of 2002-03. It has decreased to -34.48% (2004-05) over the figure of 2003-04 and further it

increased to 1636.84% (2005-06) over the figures of 2004-05. Again they declined

-42.82% (2006-07) if compared with the figures of 2005-06. The overall increase in the

total deposits with bank from others is 943.50%.

3) Subsidy bonds sinking fund deposits: The information relating to subsidy bonds

sinking fund deposits is presented in Table -3



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Table-3

Subsidy bonds sinking fund deposits from 2001-02 to 2006-07 (Rs.in lakhs)


2001-02 7147.82 - -

2002-03 2728 -4419.82 -61.83

2003-04 0 -2728 -100.00

2004-05 0 0 0

2005-06 0 0 0

2006-07 0 0 0

Graph-3Subsidy bonds sinking fund deposits from 2001-02 to 2007

0 000

-100.00

-61.83

-120

-100

-80

-60

-40

-20

0

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

year

percentag

Table-3 reveals that the subsidy bonds sinking fund deposits have declined to

-61.83% (2002-03) over the figures of 2001-02 and again it declined to -100% (2003-

04) over the figures of 2002-03. The overall increase in the total subsidy bonds sinking

fund deposits from others is 162%.

4. Advance to staff: The information relating to advance to staff is presented in Table -4

Table-4



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Advance to staff from 2001-02 to 2006-07 (Rs.in lakhs)


2001-02 2878.89 - -

2002-03 1731.9 -1146.99 -39.84

2003-04 3459.23 1727.33 99.74

2004-05 1114.44 -2344.79 -67.78

2005-06 3112.65 1998.21 179.30

2006-07 2933.87 -178.78 -5.74

Graph -4

Advance to staff from 2001-02 to 2006-07

0-5.74

179.3

-67.78

99.74

-39.84

-100

-50

0

50

100

150

200

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

year

percen

Table: 4 shows that the advance to staff has decreased to -39.48% (2002-03) over the

figures of 2001-02. It increased to 99.74% (2003-04) when compared to the figures of

2002-03 and again it declined to -67.78% (2004-05) over the figures of 2003-04. It

increased to 179.3% (2005-06) over the figures of 2004-05 and again it declined -5.74%

(2006-07) if compared to the figures of 2005-06. The overall increase in the total advance

to staff from others is 101.90%.



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5. Deposits and Other Advance: The information relating to deposits and other advances

is presented in Table -5

Table-5

Deposits and other advances from 2001-02 to 2006-07 (Rs.in lakhs)


2001-02 445.38 - -

2002-03 518.7 73.32 16.46

2003-04 242.89 -275.81 -53.17

2004-05 173.45 -69.44 -28.59

2005-06 243 69.55 40.10

2006-07 287.04 44.04 18.12

Graph-5

Deposits and other advances from 2001-02 to 2006-07

18.12

40.10

-28.59

-53.17

16.46

-60.00

-40.00

-20.00

0.00

20.00

40.00

60.00

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

year

pe

rcenta

Table -5 reveals that the deposits and other advance have increased to 16.46% (2002-

03) over the figures of 2001-02. It declined to -53.17% (2003-04) over the figures of 2002-

03 and again it declined to -28.59% (2004-05) over the figures of 2003-04. Further it

increased to 40.10% (2005-06) if compared to the figures of 2004-05 and again it increased



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by 18.12% (2006-07) if compared to the figures of 2005-06. The overall decrease in the

total deposits and other advances from others is -35.56%.

6. Other Assets: The information relating to other assets is presented in Table -6

Table-6

Other assets from 2001-02 to 2006-07

(Rs.in lakhs)


2001-02 5.73 - -

2002-03 7.72 1.99 34.73

2003-04 11.77 4.05 52.46

2004-05 11.3 -0.47 -3.99

2005-06 3.84 -7.46 -66.02

2006-07 7.85 4.01 104.43

Graph-6

Other assets - from 2001-02 to 2006-07

104.43

-66.02

-3.99

52.46

34.73

-80

-60

-40

-20

0

20

40

60

80

100

120

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

year

percenta

Table-6 depicts that the other assets has increased to 34.73% (2002-03) over the figures

of 2001-02 and again it increased to 52.46% (2003-04) over the figures of 2002-03. It

declined to -3.99% (2004-05) over the figures of 2003-04 and again it decreased to



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-66.02% (2005-06) if compared to the figures of 2004-05 and again it increased by

104.43% (2006-07) if compared to the figures of 2005-06. The overall increase in the total

other assets from others is 136.99%.

7. Advance to Suppliers: The information relating to advance to suppliers is presentedinTable-7

Table-7

Advance to suppliers from 2001-02 to 2006-07 (Rs.in lakhs)


2001-02 1004.12 - -2002-03 926.74 -77.38 -7.71

2003-04 365 -561.74 -60.61

2004-05 0.93 -364.07 -99.75

2005-06 0.93 0 0.00

2006-07 0 -0.93 -100.00

Graph-7

Advances to suppliers from 2001-02 to 2006-07

0.00

-100.00-99.75

-60.61

-7.71

-120.00

-100.00

-80.00

-60.00

-40.00

-20.00

0.00

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07

year

percentag



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ON THE WORKING CAPITAL MAN

A PROJECT REPORT on on the Working Capital Management in Karnataka State Finance Corporation

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Transcript of A PROJECT REPORT on on the Working Capital Management in Karnataka State Finance Corporation