Study Report of Innovative Technology based Business Model...

RAJASTHAN AGRICULTURAL COMPETITIVENESS PROJECT

Study Report of Innovative

Technology based Business Model

Dal Mill

Prepared by:

AGRI BUSINESS PROMOTION FACILITY

Technology DPR: Dal mill 1

Member firm of Grant Thornton International Ltd Offices in Bengaluru, Chandigarh, Chennai, Gurgaon, Hyderabad, Kolkata, Mumbai, New Delhi, Noida and Pune

Contents

Page

List of Tables 2

List of Figures 3

Executive Summary 4

Chapter 1: Introduction to Pulses’ Sub-Sector 10

Chapter 2: Technology advances and circumstances in Pulses sub-sector 18

Chapter 3: Production and processing hubs/clusters in Rajasthan 22

Chapter 4: Manufacturing process and technology benchmarks 23

Chapter 5: Appropriate technology options 30

Chapter 6: SWOT of technology 46

Chapter 7: Indicative project profile for Rajasthan 47

Chapter 8: Method of technology dissemination and adoption 78

References 80


© Grant Thornton India LLP. All rights reserved.

List of Tables

Table 1: Key countries from where India imported pulses in 2015-16 .................................................. 15 Table 2: Some Important Pulses Grown in India ....................................................................................... 16 Table 3: major pulse producing clusters of RACP project in Rajasthan ................................................. 17 Table 4: Major assembling markets of Green gram in Rajasthan ............................................................. 22 Table 5: Major assembling markets of Bengal gram in Rajasthan ............................................................ 22 Table 6: Comparative analysis of Traditional and Modern process technology of Dal Mill ................ 27 Table 7: Description of machineries used in Modern Dal Mill ................................................................. 42 Table 8: Comparative analysis of traditional, semi modern and modern technology for dal milling . 47



List of Figures

Figure 1 Top 10 Producer countries of pulses (2011-12 till 2015-16) ..................................................... 10 Figure 2: Top 5 Exporter countries of Pulses (2015-16)............................................................................ 11 Figure 3: Major Importing Countries of Pulses (2015-16) ......................................................................... 11 Figure 4: Production Trend of Pulses during 2014-15 to 2016-17 in India ............................................ 12 Figure 5: Major countries to which India exports pulses ........................................................................... 13 Figure 6: India's export of major pulses during 2014-15 till 2016-17 ...................................................... 14 Figure 7: Major countries from where India imports Pulses (as % of total value of imports) ............ 14 Figure 8: 5 years trend of pulses production and import by India from 2011-12 till 2015-16 ............. 15 Figure 9: India's import of major pulses in last 3 years during 2014-15 to 2016-17 .............................. 15 Figure 10: Major pulses cultivated in Rajasthan with their key mandis ................................................... 17 Figure 11: Process flow of making Dal ......................................................................................................... 27 Figure 12: Storage silos .................................................................................................................................... 31 Figure 13: Pre-cleaner ...................................................................................................................................... 32 Figure 14: Fine cleaner ..................................................................................................................................... 32 Figure 15: De-stoner Machine ........................................................................................................................ 32 Figure 16: Gravity Separator ........................................................................................................................... 33 Figure 17: Reel Machine .................................................................................................................................. 33 Figure 18: Magnetic Separator ........................................................................................................................ 33 Figure 19: MTRA Machine ............................................................................................................................. 34 Figure 20: Sorting Machine ............................................................................................................................. 35 Figure 21: Solar Dryer ...................................................................................................................................... 36 Figure 22: Pulse Roll Mill ................................................................................................................................ 37 Figure 23: Automatic Filling Machine ........................................................................................................... 37 Figure 24: Consumer Packing ......................................................................................................................... 38



Executive Summary

The development objective of Rajasthan Agriculture Competitiveness Project (RACP) is to sustainably increase agriculture productivity and farmers’ incomes in several selected locations of Rajasthan. As a part of this approach, several Farmer Producer Companies (FPCs) are being developed and supported under the project. Each of these companies will have primary and/or secondary (value adding) processing infrastructure (Farmer Common Services Centres (FCSCs)), services of which will be availed by farmers of their cluster region. Broadly, these companies will aggregate produce of farmers, process/value add and directly sell in bulk to processors/consumers. This, in turn, will enable farmers to realize higher remuneration for their produce. In a nutshell, the envisaged FCSCs will have micro or small scale milling/processing and packaging units to facilitate services to farmers.

Naturally, existing and upcoming agro and food processing units in the state play a highly important role in the scheme of things, i.e. forward linkages in agriculture. Evidently, higher investments in such agribusinesses will bolster development and sustainability of FPCs and farmers thereto. In line with the approach, RACP, through its Agri-Business Promotion Facility (ABPF), aims at:

Promoting agribusiness investments in the state

And providing incubation facilities to foster innovation & entrepreneurship

The objective of this report is “scouting of technologies and suitable replicable models” in Dal Milling (Pulses’ processing). Broadly, the report aims to provide some insights, to prospective entrepreneurs and existing unit holders in the state - on technological gaps identified in existing units, on several technological advances in the industry, on benchmarking technology and efficiency vis-à-vis industry bests in other parts of the country and providing suitable replicable models for micro, small and medium/large scale investors.

One of the major growth drivers of the global pulses market is the increasing production of pulses across the globe. The demand for pulses is growing in APAC, primarily driven by the increasing consumption in India. The producers are increasing the production to meet the growing demand for pulses, which is further expected to increase during the forecast period. Global pulses production has increased by more than 50% between 2000 and 2017. India is a leading producer, consumer, and importer of pulses worldwide. However, there are unique challenges that accompany pulse dal production, especially related to cleaning, milling, packaging, testing and storage. The present thesis provides some important suggestions on the adoption of new technologies to overcome such challenges.

Pulses are the edible seeds of plants in the legume family. The United Nations Food and Agriculture Organization (FAO) recognizes 11 types of pulses: dry beans, dry broad beans, dry peas, chickpeas, cow peas, pigeon peas, lentils, Bambara beans, vetches, lupins and pulses nes. Pulses are one of the most cost-effective proteins around, enjoyed by people around the world as a food staple.



Pulses are grown in around 24-26 million hectares of area in India, producing 17-19 million tonnes of pulses annually. India accounts for over one third of the total world area and over 20 per cent of total world production. India primarily produces Bengal gram (chickpeas), red gram (Pigeon pea), lentil (masur), green gram (Green gram) and black gram (Black Gram). For majority of vegetarian population in India, pulses are the major source of protein. Pulses and pulse crop residues are also major sources of high quality livestock feed in India.

Pigeon pea sowing coverage in Punjab increased five times to 15,000 hectares against 3,000 hectares in the year 2015-16, according to Agriculture Department’s latest coverage report. In Gujarat, pulses’ sowing area increased by 56% to 0.39 million hectares from 0.25 million hectares during same period last year. Pigeon pea and Green Gram areas of Gujarat increased by 48.01% and 80% respectively. Pigeon pea was sown on 0.85 million hectares in Maharashtra compared to average area of about 1.2 million hectares. This year (2016-17), the area has gone up to 1.394 million hectares. Pulses area in Telangana has increased from 58.4% to 0.496 million hectares from 0.313 million hectares’ same period last year.

The major pulses that are imported by India are chickpeas, Green Gram, lentils and pigeon peas. India’s import of major pulses in figure 4 shows that the import of peas was highest in the year 2016-17 compared to the last 2 years. The import of chick peas and lentils was highest in 2015-16.

In the year 2017-18, The Government of India lifted ban on export of tur, urad and moong dal to help farmers get "remunerative prices". However, exports of these varieties of pulses can be undertaken after taking permission from agri export promotion body Agricultural and Processed Food Products Export Development Authority (APEDA). It has the potential of benefiting the entire value chain beginning with farmer. It will correct price distortions, offer support to pulses.

A wide variety of processed pulses ranging from pigeon peas or red gram (tur), lentil, green beans (Green gram) and chick peas (Chick pea) is consumed mainly as Dal in India. In addition, the by-product of seed coats, broken bits and powder from Dall mills form a valuable protein source for dairy animals. Pulses are 11-14 per cent seed coat or husk, 2-5 per cent germ, and the remainder endosperm. In Dall production, the husk is removed and the bean is split. While the maximum theoretical recovery from milling pulses is around 87-89 per cent, in practice, traditional milling recovers only about 65-75 per cent. Modern milling methods can recover even 82-85 per cent. Improving such recovery and yield is important as the by-products of pulse milling such as broken grains, germ and powder, and husk are fed to poultry and cattle and fetch far less than the Dall price.

India’s major pulse producing state is Rajasthan. In Rajasthan, Moong is the highest produced pulse among all pulses during Kharif season. During the previous year, Rajasthan had recorded a total of 5.97 lakh tonnes of moong production and compared to this, production is estimated to increase by 20% in the year 2016-17. After moong, moth is the second highest producing pulse in Rajasthan and production of moth during the Kharif season of 2016-17 is estimated to be doubled compared to previous year’s 2015-16 production. Besides moth, production of Urad is 1.35 lakh tonnes and Pigeon pea production is 34,000 tonnes this year.

Major Green gram growing areas in Rajasthan are Nagaur and Jodhpur district but productivity is highest in Jodhpur, Ganganagar, Ajmer and Bikaner districts. Jaipur, Jodhpur and Jalore regions are important in terms of production volumes in Rajasthan. The important Green gram producing districts of in RACP cluster zone include Nagaur followed by Ajmer, Jaipur and Tonk.

The processing hubs are in Jaipur and Bikaner. There are some 50 odd processing plants in Rajasthan. “Balaji is a unit with a typically of Rs. 10-20 crore turnovers each. Some other units are located in limited numbers at Jodhpur, Udaipur, Hanumangarh, Bharatpur, Kota and Nagaur districts. Some of these mills also have besan processing units or alternatively supply their split dal and broken to other units having besan processing.



In some food retail centres and in shopping malls in Jaipur, more prominent brands of dals like Tata I-Shakti, Fortune, Reliance, Shakti bhog, Rajdhani, etc are more visible on shelves. However, some local brands are also available in these retail chains and equally popular in small retail shops. Some of these brands include ‘AgroPure’ promoted by AgroPure Group (NCR), ‘Shri Balaji’ promoted by Shri Balaji Dall Mill (Rajasthan), ‘Gangaur Besan’ promoted by Mantri Agro Industries (Rajasthan). Some organic dal brands are also available.

Scenario of pulse milling industry in the state is shown below: 1. Low capacity and huge machine footprint, difficult & time consuming changeovers & higher

operational & maintenance cost; manual operations and repetitive cleaning increase the dust

and brings down the hygiene levels throughout the plant.

2. Inadequate storage facilities

3. Inadequate cleaning equipment and facilities

4. Outdated pulverisers leading to low recovery of pulses; to obtain required fineness of pulses’

dal, milling function and sieving could be repeated a few times; Quality aberrations in grinding

and sifting on several occasions.

5. High cost of up-gradation

6. Outdated and non-automatic technologies and engineering; also high power and labour costs

7. Inadequate or inefficient metal detector equipment; high level of rejection affecting yield and

profit margins of firms.

8. Most units have traditional machineries and automation at all levels of processing is fairly low

(except in some modern mills).

9. Packaging in most units is done manually; very few (bigger pulses’ dal mills) have ventured

into retail sizes.

Benchmarking the Pulse Dal manufacturing process in key clusters at Rajasthan

Sr.

No.

Process of

dal milling

Traditional method Modern Method

1. Raw Material

Storage

Storage of raw pulses by millers in regional

Godowns of Jaipur, Alwar and other places

leaves the raw material subject to

infestation by rodents and pests.

Modern technology involves raw

material storage in silos made of

galvanized steel re-enforced

Pre-cleaning • Removing farm and other foreign impurities like sand, straw etc.

Fine-cleaning • Removing Stones, Gravity seperation, weevil etc.

1st Dehusking • Pitting In emery Roll to remove husk

Water treatment • Treating the grain with water and tampering

2nd Dehusking • Pitting in emery Role to remove Husk

Drying,Testing and Water treatment

• Tempering of grains

Spilting • Spilting by Impact in elevators

Polishing • Polishing dal in Polisher

Sorting • Colour Sorting

Packaging • Packaging of Dal according to requirement



Fumigation systems are used which

deteriorate the nutrient quality of food.

It leads to collection of pesticide residue

which causes health hazards and poorer

value realization.

exteriors. They are being used in

the Nagpur Dal mill clusters.

The Silos offer hygienic

environment that prevent quality

and hygiene deterioration.

This enables units to target

premium markets from quality-

seeking consumers through direct

retailing and export.

1. Raw Material

Cleaning

Most firms in the dal mill clusters of Jaipur,

Bikaner and Nagaur use inadequate pre-

cleaning equipment and facilities.

By and large, they use traditional “gol

chalna’s” (Rotary Separator) which

comprises fabricated machinery costing

about Rs.1-5 lakh.

In this equipment, neither the buds/

immature grains effectively separated nor

are the infected grains removed - all

adversely affecting quality of the end-

product.

To the contrary, benchmarked pre-

cleaning equipment deployed in

larger firms of Nagpur and Bikaner

involves a complete pre-cleaning

line including

Pre-Cleaner: for removal

of buds, large impurities

and dirt; fine cleaning for

removal of smaller

impurities, broken;

Gravity Separator: to

remove grains and

facilitate grading of raw

pulses;

De-Stoner: which helps

remove stones etc.

2. Drying of

Raw Material

Presently, most firms in the dal milling

clusters of Rajasthan use traditional

technology involving blowing of hot air into

driers for de-humidification.

In addition, driers use coal and wood as

fuel to operate contributing to pollution and

environmental hazard/degradation.

Also, smoke fumes affect the quality of the

product, leading to less value-realization in

the market.

Further, operating costs in this case are on

the higher side as the prices of coal

increased in the last 3-4 years to Rs. 5.0/

kg and wood to at least Rs. 2.7/ kg.; and in

recent years, there is a persistent problem

of access to fuel (coal) which is often in

short supply with its cost rising

considerably, i.e., over 50 per cent increase

in the last 3-4 years.

Benchmarked drying equipment

involves equipment like solar

panels with ducts to conventional

drier and electric switch for

charging and with temperature

meter.

The equipment, though capital

intensive implies low operating

costs even while retaining product

quality.

3. Finished

Products’

classification

In Jaipur dal mill cluster, there is a virtual

dearth of even basic color sorter facility.

Cluster firms are therefore unable to

appropriately classify finished products into

acceptable and reject grades.

All these aspects lead to a high level of

rejection (of acceptable quality material

going away as reject quality) affecting yield

and profit margins of firms.

In relative comparison, technology

and equipment in some

modernized firms of Jaipur,

Bikaner and Nagaur include digital

C.C.D camera based color sorter’s

offering lower level of rejection of

hardly 2-3 per cent.

The equipment is expensive, but

already some basic versions are

offered by a few cluster firms in

Jaipur & Bikaner on job-worked

basis to others. Nevertheless, the

capacity of such facility in the



cluster is grossly inadequate to

meet cluster needs

4. Testing and

other

support

activities

Dal mill firms in Rajasthan also suffer from

want of convenient testing facilities to

perform various tests on raw material as

well as on finished products.

Such facilities are also critical to ensure

quality and secure appropriate price on

sale.

The existing facilities are relatively

inadequate; largely non-accredited and

limited capacity of small private labs.

The lead time in some basic tests that

should take a couple of days is (effectively)

over a week.

Larger firms in more dynamic

locations have easy access to

leading service providers like SGS,

and even possess in-house labs

for reliable, speedy and regular

testing.

The report outlines three project profiles that could be referred by entrepreneurs to select their most

suitable option. Broadly, one micro scale, one small scale and one medium scale investment option

has been showcased primarily to suit the investment capabilities of the entrepreneurs. Section 7.1, 7.2

and 7.3 of the chapter 7 individually showcase the financial feasibility of these projects.

a. Profile 1 showcases a small scale model, which can be pursued as guiding model by small

farmers or individual entrepreneurs, farmer groups, farmer producer association/companies.

The technology proposed for this segment involves double roller Mini Dal Mill with 4 TPD

capacity which comprises of a cylindrical grader, buff polisher, roller, screen sets, Sheller,

screw polisher, screw conveyor, dryer, material handling equipments and tanks, aspiration

system, cabling and control panel, weighing machine and stitching machine. The total cost of

the complete set of Main P&M, on basis of some referred quotations of leading suppliers in

the segment, is Rs. 20.42 Lakhs. This is inclusive of taxes, transportation, installation and

commissioning charges.

b. Profile 1 showcases a medium scale model, which can be pursued as guiding model by small

scale entrepreneurs, farmer producer association/companies. The technology proposed for

this segment involves Semi-Automatic 20 TPD Dall Milling unit and control panels and

weighing and bagging machine. The total cost of the complete set of Main P&M, on basis of

some referred quotations of leading suppliers in the segment, is Rs. 100 Lakhs. This is

inclusive of taxes, transportation, installation and commissioning charges.

c. Profile 3 showcases a large scale fully automatic model, which can be pursued as guiding

model by some small scale entrepreneurs or institutions. The technology proposed for this

segment involves Fully Automatic 7.5 TPD Dall Mill Plant. The main plant and machinery

include Color Sorter, magnetic separators, Hammer Mill and Pulverizer, High Pressure

Filters, complete support structure, storage tanks and material handling equipments,

aspiration system, cabling and control panels, weighing and bagging machine and packing

machine, pneumatics and automation system and lab equipments. The total cost of the

complete set of Main P&M, on basis of some referred quotations of leading suppliers in the

segment, is Rs. 809 Lakhs. The cost of Utilities (Weighbridge, etc), on basis of some referred

quotations of leading suppliers, is Rs. 25.00 Lakhs. This is inclusive of taxes, transportation,

installation and commissioning charges.

RACP-ABPF shall undertake mix of some or several initiatives to disseminate the suggested technologies and models, which may broadly include:



Workshops for prospective entrepreneurs/groups, existing industry owners and BoDs of

FPCs

Facilitate technology benchmarking exposure visits within and outside state for prospective

entrepreneurs/groups, existing industry owners and BoDs of FPCs

Seminars and Workshops in association with Industry Associations, Technical Institutes and

R&D Institutions

Technology Meets and Tie-ups with Technology Suppliers, Technical Institutes and experts

Facilitate through consultancy and business development services

Dissemination of success stories of units facilitated by ABPF through appropriate media

Dissemination through web portals and mobile applications

The models and business plans suggested in this report are broadly generic in nature, however involve:

technology profile

civil works requirement

raw material sourcing and logistic costs for sourcing raw material

capacity utilization for different scenarios

realistic assessment of investment and working capital needs

possible sources of funding

financial analysis

The suggested models and business plans are for optimal capacities which can be fine-tuned to the scale, investment, technology needs of the entrepreneur. ABPF will further guide entrepreneurs on statutory clearances needed for operating the business, required licenses, ways of leveraging various government schemes/subsidies and several other aspects for effective technology adoption. In order to increase the scale and potential adoption, ABPF shall pursue some or mix of several initiatives, which may broadly include:

Investor road shows

B2B Meets

Establishing Mentor Network

Mentor-Mentee Workshops

Facilitating Access to Finance

Creating a robust knowledge base

Preparation of business plans

Review of business plans for funding through RACP



Chapter 1: Introduction to Pulses’ Sub-Sector

1.1. Origin and Importance

Pulses are one of the important food crops globally due to higher protein content. Pulses are an important group of crops in India. Pulses are the major sources of protein in the diet. For all categories of people pulses form an integral part of the Indian diet, providing much needed protein to the carbohydrate rich diet. India is, in fact, the largest producer of pulses in the world.

1.2. Global scenario

Of the global production of pulses, the South Asian region comprising India, Pakistan, Bangladesh, Nepal and Bhutan is a key region accounting for about 25% of world production. The African continent accounts for about 17%, the U.S.A., Mexico and Brazil accounts for about 14%, the European Union 9%, Canada, East Africa 6% each, and Rumania and East Europe 5%. China accounts for hardly 9% of world products.

Pulses mainly grow in India, Australia, Canada, Myanmar, and Africa. India is largest producer, processor, importer and consumer of pulses in India, 7.5mMT of chickpea production was done in 2016Myanmar exports 70% of the pulses to India .Myanmar is expected to export around 1.4 m MT of pulses in 2016-17 and 1.2 in 2015-16.

Figure 1 Top 10 Producer countries of pulses1 (2011-12 till 2015-16)

As per the analysis of pulses production of last 5 years, India is the largest producer of pulses followed by Canada, Myanmar and China with an average production of 18, 5.4, 54.4 m MT respectively.

1 http://storage.unitedwebnetwork.com/files/23/3e8237eef440b6f5d5430b67af816353.pdf

18

5.4 5 4.43.4 3.1 2.8 2.4 2.2 2.1

0

2

4

6

8

10

12

14

16

18

20

India Canada Myanmar China Nigeria Brazil Australia Ethiopia USA Russia

Pro

du

cti

on

in

mM

T

Top 10 Global Producers of Pulses (Average Production during 2012-13 till 2016-17)

http://storage.unitedwebnetwork.com/files/23/3e8237eef440b6f5d5430b67af816353.pdf



Export Scenario

The top five exporting countries of pulses are shown in figure 5. Canada is ranked first in the export of pulses with an export of approx. 41% in the year 2016-17, followed by Australia which exported around 14% of the pulses. USA exported around 8% of the pulse.

Figure 2: Top 5 Exporter countries of Pulses (2015-16)

Figure 3: Major Importing Countries of Pulses (2015-16)

As depicted in the figure 2, India is the largest importer of pulses followed by Pakistan and China. The total value of pulses import in India is 3,049 in US$ Mill while that of Pakistan and China is 474 and458US$ Million respectively.

Small countries like Myanmar are also important players vis-à-vis India trade and produce volumes of pigeon peas, lentils and dry beans. Other than South Asian countries, West and North Africa, East

41

148

7

6

24

Top 5 Global Exporters of Pulses(as % of Total Exports value)

Canada

Australia

USA

Myanmar

Russia

others

3,049

474 458 446 402 368 263 239 227 226

0

500

1,000

1,500

2,000

2,500

3,000

3,500

48,0

2,8

34

7,6

7,3

23

10,0

1,4

42

1,7

6,2

58

4,3

5,0

85

4,7

6,8

47

3,1

0,6

45

2,2

8,0

86

2,1

3,1

86

2,5

5,1

38

India Pakistan China Egypt U.S.A Turkey Italy AlgeriaUnited KingdomSri Lanka

Valu

e i

n U

S$ M

ill.

Quantity in MT

Major Importing Countries of Pulses in 2016-17

Value



Africa, the U.S.A., Mexico, Brazil, China, East Europe and Canada are important cropping regions. India is the largest producer of pigeon peas and chick peas. 2

1.3. National scenario

In global terms, India is the largest producer as well as consumer of several pulse varieties. Pulses

contribute significantly to the protein supplement of the vegetarian population in the country, and are

mainly consumed in the form of split-pulse Dall.3 In recent years, the Government of India had

imposed a ban on export of pulses and related products with growing concerns of demand-supply

gap, inflation and “food security” of the Indian population. Now, this year onwards the ban has been

lifted to promote the export of Indian dal such that the farmers and processor can get higher returns

from the crop.

In India pulses are cultivated on marginal lands under rain fed conditions. Only 15% of the area

under pulses cultivation has assured irrigation. Because of the high level of fluctuations in pulse

production (due to biotic and abiotic stress) and prices (in the absence of an effective government

price support mechanism) farmers are not very keen on taking up pulse cultivation despite high

wholesale pulse prices in recent years.

Pulses are grown in around 24-26 million hectares of area in India, producing 17-19 million tonnes of

pulses annually. India accounts for over one third of the total world area and over 20 per cent of total

world production. India primarily produces Bengal gram (chickpeas), red gram (Pigeon pea), lentil

(masur), green gram (Green gram) and black gram (Black Gram). For majority of vegetarian

population in India, pulses are the major source of protein. Pulses and pulse crop residues are also

major sources of high quality livestock feed in India.

Figure 4: Production Trend of Pulses during 2014-15 to 2016-17 in India

The production trend of major pulses such as Pigeon pea, Chick pea, Green Gram and Black Gram

in the last 3 years has been depicted in the above figure. As per the graph, the production of Pigeon

pea among all the pulses has been on the increasing side. The production of all the major pulses was

highest during to the year 2016-17as given in figure 6. Though, the production of major pulses slightly

2Small countries like Myanmar are also important players’ vis-à-vis trade with India and produce

significant volumes of pigeon peas, lentils and dry beans. 3 Decorticated split cotyledon of whole seed of pulses is referred to as Dall.

2810

7330

15001960

3550

2560

7060

15901950

3190

4230

9120

21302890

3770

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

10000

Tur Gram Moong Urad Other Pulses

In T

ho

usa

nd

To

nn

es

Production Trend of Pulses during 2014-15 to 2016-17 in India

2014-15

2015-16

2016-17



reduced in the year 2015-16 except for Green Gram. This could be due to certain climatic conditions

like drought, etc.

Pigeon pea sowing coverage in Punjab increased five times to 15,000 hectares against 3,000 hectare in

the year 2015-16, according to Agriculture Department’s latest coverage report. In Gujarat, pulses’

sowing area increased by 56% to 0.39 million hectares from 0.25 million hectares during same period

last year. Pigeon pea and Green Gram areas of Gujarat increased by 48.01% and 80% respectively.

Pigeon pea was sown on 0.85 million hectares in Maharashtra compared to average area of about 1.2

million hectares. This year (2016-17), the area has gone up to 1.394 million hectares. Pulses area in

Telangana has increased from 58.4% to 0.496 million hectares from 0.313 million hectares same

period last year.4

Export Scenario

Till 2016-17, there was ban on the export of all types of pulses from the country except organic pulses and Kabuli gram. During the year 2016-17, 1.37 lakh tons of pulses have been exported despite the ban of export. Most of the pulses are exported to Pakistan. Apart from Pakistan, pulses have been exported to Sri Lanka, UAE and America.

Major countries to which India exports Pulses (as in % of total value of export) are shown in figure4. The total value of pulses’ exported from India to Iran is 56.9% while that to United States is 8.2%.

In the year 2017-18, The Government of India has lifted ban on export of tur, urad and moong dal

to help farmers get "remunerative prices". However, exports of these varieties of pulses can be undertaken after taking permission from agri export promotion body Agricultural and Processed Food Products Export Development Authority (APEDA). It has the potential of benefiting the entire value chain beginning with farmer. It will correct price distortions, offer support to pulses selling below MSP and revitalise the milling industry.

4 https://www.commodityonline.com/monthly-report/detail/monthly-report-pulses/17

56.9%

8.2%7.3%

6.3%

21.3%

Major countries to which India exported Pulses (as % of total value of export) in 2016-17

Iran

United States

Sri Lanka

United Arab Emirates

Figure 5: Major countries to which India exports pulses



Import Scenario

The figure given below depicts the major countries from where India import pulses. The total value

of pulses imported to India from Myanmar is highest that is 42.1% as compared to Canada and

Australia which is 26.3% and 9.6% respectively.

The above figure 7 shows the trend of India’s export of major pulses in last three years which increased

in 2015-16. The above figure also depicts the export of pulses like peas, chickpeas, Green Gram,

lentils, pigeon peas.

42.1%

26.3%

9.6%

6%

4%

12%

Major Countries from where India Import Pulses (as % of total value of import) IN 2016-17

Myanmar

Canada

Australia

United States

Russia

Others

Figure 7: Major countries from where India imports Pulses (as % of total value of imports)

3.91

190.23

4.25 7.981.22

6.44

216.93

6.39 11.77 4.026.43

61.21

7.88 11.76 9.22

0

50

100

150

200

250

peas chickpeas moong/urad lentils pigeon peas

India's export of Major Pulses during 2014-15 to 2016-17

2014-15

2015-16

2016-17

Figure 6: India's export of major pulses during 2014-15 till 2016-17



Figure 8: 5 years trend of pulses production and import by India from 2011-12 till 2015-16

Imports of pulses by India in a particular year are in correlation to the production of the pulses in the

country in that year. During the 5 year trend analysis, it is observed that the year with higher

production of pulses saw lower imports. In the year 2016-17, considered as the year of Pulses, there

was an all- time high production of 21.4 m MT of Pulses.

The major pulses that are imported by India are chickpeas, Green Gram, lentils and pigeon peas. India’s import of major pulses in figure 4 shows that the import of peas was highest in the year 2016-17 compared to the last 2 years. The import of chick peas and lentils was highest in 2015-16.

Table 1: Key countries from where India imported pulses in 2015-16

Pulses

2015-16 m MT Key Origins (% of total imports-2015-16)

Peas 2.25 Canada-60%, Russia-15%, USA-7%, France-5%, Lithuania-4%

Chickpeas 1.03 Australia-74%, Russia-16%, Tanzania-2.7%

Lentils 1.26 Canada-90%, USA-7%, Australia-3%

Tur 0.46 Myanmar-46%, Tanzania-18%, Mazambique-15%, Malawi-12%, Sudan-3%

Urad/Moong 0.58 Myanmar-70%, Tanzania-3%, Kenya 7%, Australia-6%

Beans 0.29 China-23%, Brazil-23%, Tanzania-13%, Australia-12%, Ethiopia-10%

The product and by-products

0

5

10

15

20

25

30

2012-14 2013-14 2014-15 2015-16 2016-17

18.34 19.25 17.15 16.4721.4

4.02 3.18 4.58 5.794.2

Trend of Pulses Production (in mMT) and Import (in mMT)by India during 2012-13 till 2016-17

Imports

Production

418.87622.88

816.46575.22

1951.97

1031.48

581.6

1260.19

462.71

38.72

421.02 468.34 447.85573.74

2657.24

0

500

1000

1500

2000

2500

3000

chickpeas moong/urad lentils pigeon peas peas

India's Import of Major Pulses during 2014-15 to 2016-17

2014-15

2015-16

2016-17

Figure 9: India's import of major pulses in last 3 years during 2014-15 to 2016-17



A wide variety of processed pulses ranging from pigeon peas or red gram (tur), lentil, green beans

(Green gram) and chick peas (Chick pea) is consumed mainly as Dal in India. To summarise, some of

the more important pulses are:

Table 2: Some Important Pulses Grown in India

Sl. No. Common Name Vernacular Name

1 Pigeon pea Arhar or tur, red gram

2 Chick pea Bengal gram

3 Black gram Black Gram

4 Green gram Green gram

5 Lentil Masur

In addition, the by-product of seed coats, broken bits and powder from Dall mills form a valuable

protein source for dairy animals. Pulses are 11-14 per cent seed coat or husk, 2-5 per cent germ, and

the remainder endosperm. In Dall production, the husk is removed and the bean is split. While the

maximum theoretical recovery from milling pulses is around 87-89 per cent, in practice, traditional

milling recovers only about 65-75 per cent. Modern milling methods can recover even 82-85 per cent.

Improving such recovery and yield is important as the by-products of pulse milling such as broken

grains, germ and powder, and husk are fed to poultry and cattle and fetch far less than the Dall price.

1.4. State scenario: Rajasthan

India’s major pulse producing state is Rajasthan. In Rajasthan, Moong is the highest produced pulse

among all pulses during Kharif season. During the previous year, Rajasthan had recorded a total of

5.97 lakh tonnes of moong production and compared to this, production is estimated to increase by

20% in the year 2016-17. After moong, moth is the second highest producing pulse in Rajasthan and

production of moth during the Kharif season of 2016-17 is estimated to be doubled compared to

previous year’s 2015-16 production. Besides moth, production of Urad is 1.35 lakh tonnes and Pigeon

pea production is 34,000 tonnes this year.

Figure10: District wise Area under Pulses Production (2015-16)

Source5

5http://www.agriculture.rajasthan.gov.in/content/dam/agriculture/Agriculture

Department/ecitizen/agriculture-statistics/kharif_rabi

89006 91751

39

5052024806 27484

381622

6 45

0

100000

200000

300000

400000

500000

Are

a i

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ecta

res

Districts Wise Area Under Pulses Production

Moong

Urad

Moth

Tur

http://www.agriculture.rajasthan.gov.in/content/dam/agriculture/Agriculture



The above figure shows district- wise area under pulses production in Rajasthan. Nagaur has the

largest area under Pulses production that is 5, 02, 985 hectares. The district with second largest area

under pulses’ production (1, 14, 705 ha) is Ajmer.

Major pulses cultivated in Rajasthan are Green Gram, Moth and Chana whose major markets in the

state of Rajasthan are given below-

Figure 10: Major pulses cultivated in Rajasthan with their key mandis6

# Pulse Opportunity Key Producing Areas/

Districts Main Sourcing Markets

(Mandis)

1 Green gram

Splitting of Pulses, Papad and other Product Units

Pali, Magaur, Jodhpur, Jaipur, Ajmer, Jalore

Merta, Nagaur Sumerpur, Jodhpur, Kekri, Kishangarh (Ajmer)

2 Moth Beans

Namkeen Bhujia and Pulse Based Products

Churu, Bikaner, Barmer, Nagaur

Nokha, Lunkaransar, Sardar Shahar (Churu), Barmer

3 Gram (Chana)

Gram Flour (Besan) and other Value added products

Churu, Bikaner, Hanumangarh, Jaisalmer, Jaipur, Ajmer, Tonk

Bikaner, Jaisalmer, Malpura, Kekri, Kishangarh (Ajmer)

In Rajasthan; Jaipur, Dausa, Karauli, Sawai Madhopur, Alwar, Kota & Tonk, Ganganagar, Hanumangarh, Churu, and Jhunjhunu are the main producing districts. For Chickpeas it is Bikaner, Jaisalmer, Ganganagar, Jhunjhuru, Hanumangarh, Churu, Sikar, Pali, Tonk, Pratapgarh.

Rajasthan has a Logistical benefit due to its proximity to some major markets. Large consumer markets in the region (in and around the NCR) that have a big share of India's food consumption are located in these regions. 8,380 sq. km of Rajasthan falls in the National Capital Region (NCR), which is around 24.5% of the total NCR. Rajasthan shares its border with five major Indian states: Punjab, Haryana, Uttar Pradesh, Madhya Pradesh and Gujarat.

1.5. Cluster Scenario

There are 17 districts with in the RACP project. The top 3 districts in the 17 clusters of the RACP

project along with the total cluster production in percentage of the total state production is given

below:

Table 3: major pulse producing clusters of RACP project in Rajasthan

Pulse Top 3 producer districts RACP Cluster Production

(in MT) Rajasthan

Production (in MT)

Green Gram Nagaur, Ajmer, Jaipur 337,542 (57%) 596,850

Black gram Bundi, Tonk, Ajmer 91,365 (80%) 114,592

Gram Bikaner, Jaisalmer, Ganganagar 575,832 (69%) 840,341

Moth Bikaner, Nagaur 110,082 (37%) 297,886

Guar Seed Bikaner, Jaisalmer, Nagaur 1,388,193 (62%) 2,223,474

6 http://gramrajasthan.in/investments.html

http://gramrajasthan.in/investments.html



Chapter 2: Technology advances and circumstances in Pulses sub-sector

2.1. Global scenario

Pulses and other foodstuffs have the potential to meet this transformation, although many issues have

still to be addressed, including improving processing technologies and greater integration of the value

chain. Perhaps the first thing to appreciate is the attractiveness of pulses in the global food

environment. Pulses are highly nutritious, being rich in protein, minerals and vitamins and are

increasingly recommended by health organisations around the world, as part of a healthy diet to

combat obesity and help address chronic diseases like diabetes and coronary conditions.

Pulses also contribute significantly to improving the environmental footprint of our daily diet. Like

many plant-based foods, they are more efficient to produce than meat. Per gram, meat uses up to six

times the water required by pulses. Further, pulses are a nitrogen fixing crop, which considerably

reduces the need to add artificial fertilisers to the soil, which produce nitrous oxides that have nearly

300 times the global warming potential as carbon dioxide.

Regardless of these impressive nutrition and environmental advantages, pulses are often still relegated

to a secondary role in the global food landscape. Pulses are a traditional crop in Asia and Africa. About

70% of production takes place in developing countries, on farms of under five acres, producing 100-

300kg of pulses a day, for a return of about usd$5. More recently, production has been increasing in

other parts of the world, such as Australia, America and Canada, with large-scale industrialized farms.

This is partly to address growing local demand, but also for international trade.

Despite the increase in global production, pulses are still mostly used as staple food in some parts of

the world, and are less commonly eaten in others. This suggests that there is considerable potential

for growth in their consumption. The chances of realising their potential are heightened by the fact

that pulses are very versatile. They can be eaten as whole grain, de-skinned splits, or as pulse flour.

They can be part of the main meal, as in a curry, or can be a side dish like salad, soup or snacks. They

can be used germinated, roasted or fermented, and can be a part of a purely vegetarian dish or cooked

with meat or fish.

Pulses can be sold to consumers as ingredients for home cooking, or incorporated into manufactured

foods by downstream processors, thereby adding to the value chain. Interestingly, people’s taste varies

by region around the world, and the versatility of pulses means they are easily adaptable to different

tastes.

The global food industry is becoming ever more aware of the potential offered by pulses to deliver

innovative food products, with strong consumer attributes. Both the nutritional and environmental



profile of food can be strongly augmented by including pulses in the formulation. New applications

are being developed, such as the processing of pulses and their fractions into extruded or baked

snacks, pasta, noodles and other protein-rich products, which can be produced in high volume for

mass consumption. A significant advantage of this is that new techniques often reduce the amount of

waste, so can add significantly to the overall efficiency of pulse production. An example of this is the

incorporation of the hulls of de-skinned pulses into conventional products, supplementing dietary

fibres.

Significantly, pulses are gluten-free and in recent years have found a new market value for end

consumers avoiding gluten. However, the lack of gluten also means that pulses make poor dough, and

to date have been unsuitable for bread and similar products. Food scientists and technologists are

working on new solutions that will address this drawback and should in time produce whole new

classes of pulse-based end products.

Pulses require accurate processing in order to be transformed into nutritious and safe food. After

harvesting, they undertake a series of processing steps, including cleaning, grading, hulling, splitting,

polishing and optical sorting, depending on the final form required for the particular market. This

processing ensures that they are free from impurities, uniform in size and colour, nutritional, easy to

cook and digest.

In the past, the processing industry was run as something of a cottage industry, based on many small,

inefficient mills. This traditional pulse processing industry is now transitioning to a new form, based

on two types of mill: on one side, modern high-volume mills, achieving efficiency through economies

of scale to address the mass markets, on the other side, smaller specialist mills - modern, hygienic and

efficient - to satisfy niche markets.

The older mills can be characterised as manually operated with high labour costs, poor energy

efficiency, low yields and product wastage. Additionally, they have poor dust extraction and machinery

is prone to break down. Fortunately, all of these issues are addressable, using state-of-the-art

technologies. Modernised mills will be more sustainable (both economically and environmentally),

more commercially viable and help to generate wealth for their local communities.

In the near future, automation will be increasingly used to ensure consistent quantity and quality of

throughput. There will also be technological solutions for reducing processing time, improving

hygiene, increasing productivity and enhancing nutrition. These developments can be classified as

improving existing techniques and systems, but there is also considerable effort going into creating

true innovation, which will drive revolutionary new solutions into the industry and open up new

markets.

Besides conventional processing, further, well-established food technologies can be applied to pulses,

to create innovative products, such as extrusion, baking, pasta making, roasting or pre-cooking.

The international year of pulses 2016 is definitely a strategic and well-timed initiative. There are a lot

of recent advances to promote to potential markets, and many new avenues to explore, for which

great momentum can be generated during the year. Previous international years have proven

successful in the food industries, and other similar initiatives have helped stabilise food production in

countries like India.



The changes in the food market, driven by global population and environmental trends, as well as the

advantages of pulse processing, provide the perfect framework for a very successful and impactful

international year of pulses. The challenge is now to set high targets for this initiative, and catalyse the

forces of the pulse community - private sector, governmental bodies and scientific community - to

achieve them. If we can do that, the ultimate goal of worldwide food security within the foreseeable

future will come a big step closer to being realised.

2.2 National scenario

In India most of the pulses are consumed in dehusked and split form. Thus processing of pulses

assumes a lot of importance. Pulses processing industry helps in processing the raw grain legumes/

pulses into edible form. Pulses are mostly consumed whole or split, apart from desi chickpea which

is usually consumed in the form of flour/besan and has growing demand.

Pulse milling is the third largest food processing industry after rice and flour milling. An estimated

75% of pulses produced are processed for making dal in mills of different capacities. The dal milling

industry in India is one of the major agro processing industries in the country. From an annual

production of 14.5 million tonnes of pulse in the country, 75% of these pulses are processed by dal

mills. To minimize these losses, the dal milling industry can maximize the use of improved dal mills.

These new and improved dal mills are highly versatile, technology savvy & energy efficient than the

traditional dal mills.

India is the biggest importer and consumer of pulses and India government has initiated various to

ensure that pulses output by the nation remain robust. Technology upgraded, highly versatile and

energy efficient dal mills are very profitable venture to start with substantial capital investment. Due

to variety of applications the demand for pulses is growing at very fast rate.

In India most of the pulses are consumed in dehusked and split form. Thus processing of pulses

assumes a lot of importance. Pulses processing industry helps in processing the raw grain legumes/

pulses into edible form. Processing activity is undertaken at 3 different levels. They are:

i. Primary processing: Primary processing activities consist of production of cleaned, graded,

packaged pulses.

ii. Secondary processing: Under secondary processing activities such as de-husking, splitting,

polishing, turmeric/ spices/ salt coating and powdered besan and packaged dal are done.

iii. Tertiary processing: These activities mostly consist of preparation of roasted, fried dal and other

associated dal products. Pulses are usually converted into Dal by de-husking/ decutilating and

splitting. Both dry and wet milling processes are employed. Mostly carborundum emery rollers are

used for de-husking and burr grinders for splitting the pulses. Decutilating is seldom complete in

single pass thereby requiring multiple passes. Each pass produces around 1.5 to 2% fines thereby

reducing the overall recovery of dal during the milling operation.

Basic processes in dal milling are cleaning, grading, conditioning, de-husking, splitting, separation,

polishing and bagging. Major variation is involved with de-husking process only. Dals like Arahar,

Urad, Moong and Lentil are difficult to de-husk as a result repeated operations by de-husking rollers

are required. Repeated soaking, drying, tempering is done to loosen portions of husk sticking after



rolling operations. Sometimes Linseed oil is also used during dry milling operation to impart shine or

better appeal to the milled dal.

The removal of the outer layer of husk and splitting the grain into two equal halves is known as milling

of pulses. To facilitate de-husking and splitting of pulses alternate wetting and drying method is used.

In India traditional milling methods produce dehusked split pulses. Loosening of husk by conditioning

is insufficient in traditional methods. To obtain complete de-husking of the grains a large number of

abrasive forces is applied resulting in high losses in the form of broken and powder. Yield of split &

dehusked pulses in traditional mills are only 65 to 75% due to the above losses compared to 88 to

89% potential yield.

Procedure for pulse milling: Basically two types of conventional pulses milling methods are commonly

used in India. They are:

Wet milling operations

Dry milling operations

2.2. State scenario

Milling in Rajasthan is largely vising traditional or semi-modern technology. There are virtually no

units in the SME segment vising even high end technology and equipment and PLC controls reducing

level of broken, increasing yield and quality and profitability in processing. Several units (especially

micro scale) have deployed traditional semi-automatic technology and as such automation is limited

only to few relatively larger units.”

Almost 80% of pulses are consumed either in split form or as flour. Some exceptions to this rule

include green peas and Kabuli chickpeas. Split and whole peas are generally cooked and served as dal

along with rice or roti (traditional Indian unleavened flat bread). Dal fry (cooked pulses with fried

onions and spices) is served in all types of establishments such as roadside dhabas (eating places),

restaurants and luxury hotels, etc.

Chickpea flour (besan) is a major ingredient in several Indian snack foods. Urad and mung flour also

go onto making snack foods such as papad (a kind of wafer). Peas are cooked, fried or roasted and

eaten as a snack food. Some multinational firms are now active in manufacturing and marketing pulses

based Indian snacks. Some of the local yet popular dal brands of Rajasthan include Balaji Dal Mill,

Ganpat moth dal, Vijay Gold, Vision fresh Chana Dal.



Chapter 3: Production and processing hubs/clusters in Rajasthan

Pulses are grown in all three seasons in mainly Madhya Pradesh, Rajasthan, Maharashtra, Uttar Pradesh and Andhra Pradesh. The three crop seasons for the commodity are:

Kharif – Arhar (Tur), Urad (Blackgram), Moong (Greengram), Lobia (Cowpea), Kulthi (Horsegram) and Moth;

Rabi – Gram, Lentil, Pea, Lathyrus and Rajmash

Summer – Green-gram, Black-gram and Cowpea

Major Green gram growing areas in Rajasthan are Nagaur and Jodhpur district but productivity is

highest in Jodhpur, Ganganagar, Ajmer and Bikaner districts. Jaipur, Jodhpur and Jalore regions are

important in terms of production volumes in Rajasthan. The important Green gram producing

districts of in RACP cluster zone include Nagaur followed by Ajmer, Jaipur and Tonk.

Table 4: Major assembling markets of Green gram in Rajasthan

Rajasthan

Nagaur Nagaur

Merta city

Kuchaman city

Tonk Malpura

Ajmer Kekri

Jodhpur Jodhpur

Rajasthan has been the 2nd largest producer of Bengal Gram in India. Major trading centres of Chana

in the state are Jaipur, Bikaner, Kota, Jodhpur, Sriganganagar, and Hanumangarh.

Table 5: Major assembling markets of Bengal gram in Rajasthan

Rajasthan

Bikaner Bikaner

Bajju

Kuchaman city

Ajmer Kekri

Chittorgarh Nimbahera

The processing hubs are in Jaipur and Bikaner. There are some 50 odd processing plants in

Rajasthan. “Balaji is a unit with a typically of Rs. 10-20 crore turnovers each.



Chapter 4: Manufacturing process and technology benchmarks

4.1. Manufacturing process in a Dall Mill

The basic raw materials processed and the value added by cluster firms in a dall mill comprises pigeon

peas (Tur), chick peas (Chick pea), and lentil (Masoor) and beans (Green Gram & Black Gram).

Legume seeds have 3 components namely: seed husk, cotyledons and embryo axis. The manufacturing

process critically involves removal of the seed coat (husk) using grinders and splitting of the cotyledon

in two halves using splitters. The objective of the latter activity is to remove anti-nutritional

components and avoid bitter taste.

The Dal miller is the first Pulses user who is affected by the quality of Pulses. The miller evaluates incoming raw material for its price and quality. Price is dependent on factors such as supply, demand, and transportation costs. Rajasthan and Madhya Pradesh are the two major states with best quality pulses thus meeting the requirement of quality raw material.

Processing of pulses is of primary importance in improving their nutritive value. The processing methods used are soaking, germination decortications, cooking and fermentation.

In the region milling methods produce dehusked split pulses. Loosening of husk by conditioning is insufficient in traditional methods. To obtain complete de-husking of the grains a large number of abrasive forces is applied in this case as a result high losses occur in the form of broken and powder. Yield of split & pulses in traditional mills are only 65 to 75% due to the above losses compared to 82 to 85% potential yield.

Following is the generic description of the process flow of dal milling which would vary as per the type of pulse under consideration-

• Once consignment of raw pulses is received in factory premises, inspection takes place wherein the raw pulse is tested for moisture content, immature grains and other foreign particles. It is done with the use of slotted sieves and by visual inspection. After that it is approved only if it meets the tolerance levels.

• Gol Chalna/Pre-cleaner– to remove big stones, straws or loose sticks(lakdi), sutli (strings), unthreshed crop (falli), fine dust

• Magnetic Separator- to remove ferrous impurities.

• MTRA (Fine Cleaner/Separator Classifier/Sieve Grader)- fine foreign particles like sand, clumps of soil, straw, wood, kernels and dust---those not removed in pre-cleaner. Additional optional MTRA may be installed for removal of immature grain (on size)

• De-stoner - Removal of stones

• Gravity Separator- to remove immature grain, weevil damaged grains, shrunk or damaged grains



• Mostly Traditional drying is done to bring moisture to about 8.5%. 1 kg of wood consumption is required to process 1 Qtl of raw pulse followed by subsequent cooling (tempering). In most of the mills in India, sun drying method is commonly practiced. Grains are spread in thin layer on pukka floor under the sun and stirred frequently with rake/feet for even drying. This operation makes process of dal milling a very lengthy requiring (2-3 days). In this case, sun-dried grains require more passes and consumes more energy. The drying time with the use of dryers ranges between 2-3 hrs., which results in tremendous time saving. Dryers are used in few mills that too in rainy seasons for drying of treated grains.

• Once the pre-milling treatment is given, conditioning is done to have uniformity of treatment throughout the grain mass. This process gives time for better penetration of oil/water beneath the seed coat to dissolve gums. It includes application of oil to loosen husk (depending on pulse up to 36 hours oiled and rested).

• Dal mills by and large use emery rollers for de-husking and splitting. Depending on Pulse type and for complete removal of husk, material is passed through roll up to three times. An Aspiration Channel is connected to suck out separated husk in separate bin. In case of pigeon pea, more than 3 passes are required for complete milling. Other pulses take one or two passes in emery mill in order to achieve maximum milling. The physical, chemical and structural strength of grain coupled with the functional and mechanical characteristics of processing units jointly play an important role. Grain properties such as hardness, load deformation behavior, shape, size density and variety of grain etc. have considerable effect on dal yield. The machine parameters such as roller speed, clearance, emery size etc. have vital role to play on dal recovery. As a result of milling, unhusked and de-husked whole grains, split cotyledons, broken, husk and powder are obtained. Whole grains are passed again for further de-husking and/or splitting after water treatment. Husk and powder produced during milling is generally separated with the help of aspirator and are used as cattle feed.

• Optional MTRA may be installed for sieving split (Fod) after each roll

• Drying- De-husked material is dried for about 2 hrs. followed by application of water and resting up to 12 hours. Moisture is brought to about 9.5% level

• Splitting- Most common way used is splitting by gravity; i.e. Gota (round grain) is lifted by elevator and as it falls from height inside elevator, it splits after impact with plate at end of the elevator. This is most common method as leads to lesser broken percentage. Alternatively, Fatka machine (splitter machine) is used

• MTRA- Additional MTRA is used to separate split, khanda (broken), powder (chunni)

• Color Sorter- An efficient color sorter uses a combination of most advanced camera and shape recognition identifier to ensure detection and removal of the widest range of foreign materials, smallest spot defect, finer product damage and subtler color defects. Importantly, removal of mycotoxins (produced by fungus) on grains is also detected which ensures safety and quality of finished dal. Advanced units generally deploy advanced sorters of Buhler/Satake/Milltec/Cymbria make for optimum results.

• Polisher- Polishing is done to increase consumers appeal and is a form of value addition, though not desirable. Dal is polished in different ways, such as nylon polish, oil/water polish, leather and makhmal polish. Generally polishing is done using soap stone, oil or water. Polishing gives uniform look and shine to each grain. Screw polisher—gives matt finish Buff Polisher– Gives shiny finish

• Magnetic Separator- Optional, to ensure no ferrous material enters final material



• Packing-

Wholesale Bagging: Most units in the region use the cloth and pp bags packaging material

sourced through local dealers and agents from manufacturers in locations like the Hyderabad,

Gujarat, National Capital Region (NCR), etc. Millers also use gunny bags sourced through

brokers locally. Firms mostly pack flour in 50 KG and 25 KG bags. The packaging operations

are largely tedious, time consuming and manual. After filling and weighing the bags manually,

a basic hand held stitching equipment is used. Benchmarked machine and equipment for

same involves automatic net weighing and bagging system.

Retail Packaging: Most units in the region get job work done from service providers for retail packs like ½ kg, 1 kg, 2 kg and 5 kg. In this context, the service/waiting time could be over 4-7 days. Some millers use manual filling methods with simple heat sealing machines. Benchmarked machine and equipment for same involves Form-Fill-Seal machines, which is deployed in some big scale roller flour mill units in Rajasthan.

• Importance of Engineering

The support system majorly includes material handling equipments (elevators, conveyors,

etc.), aspiration system (aspirators, cyclone, airlock, fans, aspiration line and ducting, etc),

hoppers and storage bins, the machine support structure, other mechanical fabricated

equipment and other support equipments (compressor, etc). The quality of these equipments

is highly critical for overall performance of the mill. However, in this context many millers

have sub-standard quality system which leads to dusty environment, leakages, clogging and

breakdowns and other related problems.

While most high end roller flour mills and atta chakki mills have sound plant engineering,

many other mills suffer from improper set-up. On several occasion, wrong engineering leads

to unnecessary material travel also leading to high energy costs, low sanitation, low efficiency,

additional manual interventions, increased accident risks, low scope of

expansion/modernization, etc.

Most mills in Rajasthan have manual or semi-automatic processes. Though this has helped local employment, yet some non-skill human interventions need up-scaling. Further, flour being highly sensitive to contamination, high manual interventions lead to increased risks.

Other equipment-

• Support Structure- RCC or MS

• Supporting Material Handling equipment- Elevators, conveyors

• Weighing systems, Water Dampener, Oil Dampener

• Supporting Air System: Cyclones, Fans, Airlocks, aspiration ducts

• For Pneumatics and compressed air systems: Air compressor

• Automation- PLC and Scada

• Yields- Different for different pulses---but average: Dal: 74%-75% (higher for chana) Cattle feed (Chunni, Bhusi, Khanda): 24%-25% Rest-Moisture loss, lakdi, dust, etc

To elaborate on the process flow and specific constraints:



Cleaning (using traditional rotary cleaners or “gol chalnas”): Which usually suffers from `machine jamming due to impurity content in material reducing effective capacity utilisation to barely 70 per cent of machine capacity.7

Drying (using coal and wood fired driers): Other than environmental and resource depletion concerns in using this option, there are recurring shortages in input supply adversely affecting costs to millers and also reducing capacity utilisation. As indicated coal fired driers also have a negative effect on quality of product, as it affects odour and nutritive value of products, resulting in lower price realisation in markets when compared to large firms in locations like Tamil Nadu who use solar driers.

Raw material grinding/ pitching using grinding machines. The activity helps the material suck oil better in the subsequent stage of the process.

Oil treatment/addition to loosen the husk. Presently deploying M. S. Steel conveyors in which rust comes in contact with material. 8

Storing and packing of material in storage tanks for about 48 hours’ time to further loosen husk from the cotyledon.

Grinding for purpose of de-husking and splitting: Use of traditional grinding machine or “chakkis” costing about Rs. 7 lakh each resulting in yield loss of 1-2 percent.

Sorter application: Few units using dated technology based equipment, proper cleaning not undertaken and acceptable products goes into rejected lots and between 5% - 8% wastage and tonne). Most do not have access (even) to such facilities.

Polishing (for purpose of shine to the processed product - better polish gives glow): The use of appropriate equipment along the manufacturing process will give natural shine.

Manual packing & storage before dispatch.

There is evidently need for joint-upgrading in each stage of the process ranging from storage, drying,

pre-cleaning, colour sorting to packaging to help firms competitively target markets. Appropriate pre-

cleaning will also encourage firms to upgrade equipment and technology in individual units in core

processing activity vis-à-vis de-husking and splitting.

Dal Milling of Chickpea

It falls in easy-to-mill category of pulse. Dehusking after cleaning and grading can be done in roller

mills. Splitting of ‘gota' (dehusked whole grain) is carried out by treating the grain with water in ratio

1: 2.5 to 3.0, followed by tempering for 12 hours and splitting in disk sheller. This does not require

oil application for loosening of husk. The process is repeated till all the grains are dehusked. Recovery

from dal varies from 78–82%. Chana dal and broken can further be processed to produce besan. At

household level, the burr mill is used to obtain besan. Hammer mills, which beat the dal to the particle

size till it passes through the sieve of desired particle size, are employed at cottage and large scale for

besan making. The recovery from these besan plants is 98% and only 2% of dal is lost due to burning

and are lost in form of unrecoverable dust.

Dal Milling of Mungbean

7 Cleaning using complete pre-cleaning line such as pre and fine cleaning, de-stoning equipment and gravity separators is ideal, but typically not deployed by cluster firms because of expensive capital requirement of the line. 8 Ideally, stainless steel or SS conveyors should be used. However, units do not invest in such investment as equipment will be damaged easily and subject to frequent problems without first pre-cleaning material. The cost of S. S. conveyors is 3 times that of the typical Rs. 2.5 lakh M. S. conveyors presently used.



It is difficult-to-mill because husk have the high degree of adherence to cotyledons. Husk is thin, soft

and slippery in texture. Bond between the two cotyledons is weak, therefore, splitting occurs prior to

dehusking. In order to achieve proper dehusking of mungbean grains, oil treatment is applied. Pitting,

oil smearing and sun drying are followed by dehusking and splitting in roller machines. The loss in

form of broken and powder is large in case of mungbean due to its thin seed coat and rubbing

operation during dehusking.

Figure 11: Process flow of making Dal

4.2. Benchmarking the Dall manufacturing process

To summarize, the process of Dall milling by processors in the cluster involves various activities which

may be benchmarked in terms of best practices in other locations:

Table 6: Comparative analysis of Traditional and Modern process technology of Dal Mill

Sr.

No.

Process of

dal milling

Traditional method Modern Method

1 Raw Material

Storage

Storage of raw pulses by millers in regional

Godowns of Jaipur, Alwar and other places

leaves the raw material subject to

infestation by rodents and pests.

Fumigation systems are used which

deteriorate the nutrient quality of food.

It leads to collection of pesticide residue

which causes health hazards and poorer

value realization.

Modern technology involves raw

material storage in silos made of

galvanized steel re-enforced

exteriors. They are being used in

the Nagpur Dal mill clusters.

The Silos offer hygienic

environment that prevent quality

and hygiene deterioration.

This enables units to target

premium markets from quality-

seeking consumers through direct

retailing and export.

Pre-cleaning • Removing farm and other foreign impurities like sand, straw etc.

Fine-cleaning • Removing Stones, Gravity seperation, weevil etc.

1st Dehusking • Pitting In emery Roll to remove husk

Water treatment • Treating the grain with water and tampering

2nd Dehusking • Pitting in emery Role to remove Husk

Drying,Testing and Water treatment

• Tempering of grains

Spilting • Spilting by Impact in elevators

Polishing • Polishing dal in Polisher

Sorting • Colour Sorting

Packaging • Packaging of Dal according to requirement



2 Raw Material

Cleaning Most firms in the dal mill clusters of Jaipur,

Bikaner and Nagaur use inadequate pre-

cleaning equipment and facilities.

By and large, they use traditional “gol

chalna’s” (Rotary Separator) which

comprises fabricated machinery costing

about Rs.1-5 lakh.

In this equipment, neither the buds/

immature grains effectively separated nor

are the infected grains removed - all

adversely affecting quality of the end-

product.

To the contrary, benchmarked pre-

cleaning equipment deployed in

larger firms of Nagpur and Bikaner

involves a complete pre-cleaning

line including

Pre-Cleaner: for removal

of buds, large impurities

and dirt; fine cleaning for

removal of smaller

impurities, broken;

Gravity Separator: to

remove grains and

facilitate grading of raw

pulses;

De-Stoner: which helps

remove stones etc.

3. Drying of

Raw Material Presently, most firms in the dal milling

clusters of Rajasthan use traditional

technology involving blowing of hot air into

driers for de-humidification.

In addition, driers use coal and wood as

fuel to operate contributing to pollution and

environmental hazard/degradation.

Also, smoke fumes affect the quality of the

product, leading to less value-realization in

the market.

Further, operating costs in this case are on

the higher side as the prices of coal

increased in the last 3-4 years to Rs. 5.0/

kg and wood to at least Rs. 2.7/ kg.; and in

recent years, there is a persistent problem

of access to fuel (coal) which is often in

short supply with its cost rising

considerably, i.e., over 50 per cent

increase in the last 3-4 years.

Benchmarked drying equipment

involves equipment like solar

panels with ducts to conventional

drier and electric switch for

charging and with temperature

meter.

The equipment, though capital

intensive implies low operating

costs even while retaining product

quality.

4. Finished

Products’

classification

In Jaipur dal mill cluster, there is a virtual

dearth of even basic color sorter facility.

Cluster firms are therefore unable to

appropriately classify finished products

into acceptable and reject grades.

All these aspects lead to a high level of

rejection (of acceptable quality material

going away as reject quality) affecting yield

and profit margins of firms.

In relative comparison, technology

and equipment in some

modernized firms of Jaipur,

Bikaner and Nagaur include digital

C.C.D camera based color sorter’s

offering lower level of rejection of

hardly 2-3 per cent.

The equipment is expensive, but

already some basic versions are

offered by a few cluster firms in

Jaipur & Bikaner on job-worked

basis to others. Nevertheless, the

capacity of such facility in the

cluster is grossly inadequate to

meet cluster needs



5. Testing and

other

support

activities

Dal mill firms in Rajasthan also suffer from

want of convenient testing facilities to

perform various tests on raw material as

well as on finished products.

Such facilities are also critical to ensure

quality and secure appropriate price on

sale.

The existing facilities are relatively

inadequate; largely non-accredited and

limited capacity of small private labs.

The lead time in some basic tests that

should take a couple of days is (effectively)

over a week.

Larger firms in more dynamic

locations have easy access to

leading service providers like

SGS, and even possess in-house

labs for reliable, speedy and

regular testing.

The envisaged CFC may be visualised as one to address the equipment and capacity constraints in the

cluster in these circumstances.



Chapter 5: Appropriate technology options

5.1. Innovations in Dal milling Process

Dal milling technology has undergone major technological upheaval in terms of innovation and

technical upgradation. Following are the major advances in the technology of Dal milling-

5.1.1. PLC based Automation in Dal Mill

Automation has enabled as well as enhanced the concept of food safety by minimal human handling

of pulses. Not only that but also the compact system of an automated material movement system

ensures safety from the rodents and pests as well as prevents contamination due to minimal or no

human contact. In the present conditions where the skilled labour availability is limited as well as

expensive, automated dal mill is the one stop solution as they also add on to the not so high profit

margin in dal millings. Such dal which is free from contamination is highly preferred by the importing

countries.

5.1.2. Design of Dal Mill

Traditionally, the dal mills are horizontal in design and at the most, single storied. However, concept

of multi storied design of the dal plant is an innovation which is enabling leaner manufacturing

processes reducing the cost of electricity, leakages and wastages through a leaner material movement

chain. It also saves huge capital investments into too many civil foundations.

5.1.3. Material Movement system

Material movement systems like elevators, ducting, spouting, cyclones and air logs (fans) enable dust

collection and thus, reduce the air pollution due to dust in shop floor upto 97-98%. This dust

hampers visibility in the plant, causes deadly lung/breathing diseases as well as can lead to accidents

due to slippery floors.

5.1.4. Solar Drying

Since the last decade, dal processing units are shifting from open sun drying to fossil fuel fired dryers

due to constraints in space availability. This has created an additional burden on the energy sector.

Recently innovative solar air heating systems have been developed to reduce consumption of diesel.9

It is a cost effective technology which not only reduces over dependency on electrical or coal as fuel

but also uses sun light which is available in ample amount in regions of Rajasthan, with sunny days

more than 300. With an installed solar collector panel area of around 230 m2, GHG reduction is about

60 tonnes per annum while savings in diesel about 60 to 90 litres/ day. Cost savings by replacing diesel

is about INR 1 .0 – 1 .2 million per annum.

9 http://www.sunbest.solar/products/solar-dal-dryer/

http://www.sunbest.solar/products/solar-dal-dryer/



5.1.5. Silos for pulse storage

Silos are apt and very relevant innovation which has happened in pulses’ storage as land availability

being limited. In such a case, galvanised storage silos are the way ahead. Large quantities of material

(raw/finished) can be stored in these large storage vessels. Also, latest technical innovations in silos

storage technology are like temperature control and use of pneumatic system is making storage and

material handling very convenient.

The need of the hour is to make handsome investment in scientific metallic silo storage on a priority

basis with matching dedicated transporting facilities through bulk handling railway wagons within the

network of nodal storage facilities.

5.2. Appropriate technology options

5.2.1. Silo storage facility

Poor storage facility leads to infestation by pests depending on various factors like moisture content of grain, relative humidity, temperature, storage, structures, fumigation frequency etc. Silos play a critical role in this context and may be considered as an essential part of a pre-cleaning line.

Figure 12: Storage silos

The silo system for raw pulse and finished goods should ideally be built or configured according to DIN 1055 standards made in galvanised steel of 450 GSM (grammas per cm square ft size coating). Galvanised steel of 450 GSM will ensure longer life span of even 15-20 years of silos. Quality of raw material stored in silos is stored in bulk directly in silos without use of gunny bags. This ensures reduced loss due to rodents, wastage etc. Presently, no cluster unit has deployed such silo system.

Typically, a 50 MT capacity silo comes with diameter of about 3.82 metres with height of over 11.03 metres and capacity of about 82.13 cu. metres. This volume can hold pulses of 50 MT based on bulk density @ 600 kg/ m3 and 3% compaction. The silo comprises body of shallow corrugated panels, galvanised outside stiffeners made from high tensile steel, hopper supporting and leg structure hot dipped galvanised protection, vertical and roof ladder.

Silo accessories include sensors, that is, vibratory fork type high and low level indicators provided for indicating the high and low levels of grain in a silo; and discharge gates in terms of manually operated screw type discharge gates provided in the bottom of the silo for controlling the flow of grain. In addition, accessories include catwalks, goal post and silo cap support (for supporting the overhead chain conveyor), receiving hopper, bucket elevator, supporting structure for elevator and holding bin for cleaner; cyclone, rotary air lock, chain conveyors made of GI steel; transfer chutes, ducting, spouts and waste product chutes. Equipment suppliers such as Fowler Westrup India Pvt. Ltd., have an established reputation in the field of galvanised hopper bottom silos.

5.2.2. Pre-cleaning Line

As mentioned earlier, a pre-cleaning line may be visualised as to also include a pre- and fine cleaner, de-stoning machine and a gravity separator.



Pre-cleaner and Fine Cleaner: The machines are basically used in the cleaning of pulses. The equipment helps remove immature grains along with other impurities. The basic difference between a pre-cleaner and fine cleaner is with reference to the size of screens. Two separate machines are required in one cleaning line. The machines come along with support equipment such as aspirators, blowers, cyclone and airlock. The major function of the pre-cleaning equipment is to remove ”over” of the raw pulse, “under” and air-washing of raw pulse. Fine cleaning helps remove immature grains and also air-washes.

Figure 13: Pre-cleaner

Figure 14: Fine cleaner

De-stoning Machine (Stone Separator): This machine is also used for cleaning of pulses and ensures mud-ball less and stone-less paddy. Quality machine ensures that there will be negligible loss of dall and a process of self-cleaning system for maximum operating efficiency. The equipment also helps remove immature grains along with other impurities. The supporting equipment to this machine includes blowers and cyclones.

Figure 15: De-stoner Machine

Gravity Separator: A gravity separator may be used to separate any type of bulk particles that are

similar in size and shape but different in weight. The machine helps remove immature grain.



Figure 16: Gravity Separator

Fine cleaners working on reciprocating principle ensures removing of impurities like dust, mud-balls, sticks and sand based on size. Reciprocation based system is preferred as movement of sieve is reciprocating unlike the alternative vibratory motion of sieves. Reciprocation based systems ensures better fine cleaning.

A gravity separator should ideally be of pressure type as against vacuum type. This is to ensure fluidisation of material which ensures efficient grading (based on difference in specific weight or gravity.

De-stoner should also ideally be of pressure rather than of vacuum type as to ensure fluidisation of material which facilitates removal of stone of same size as grain (based on difference in specific weight).

Gravity and de-stoner equipment should ideally have a series of blowers at the bottom in order to control (pressure based on raw material).

Reel Machine: It is used for the primary cleaning of pulses which usually suffers from `machine jamming due to impurity content in material reducing effective. It increases capacity utilisation to barely 70 per cent of machine capacity if used at the initial phase of pre cleaning.

Magnetic Separator: The magnetic core installed in the drum magnet separator's rotating drum provides continuous self-cleaning of metal contaminants from material streams. This continuous removal of metal contaminants ensures the excellent hygiene and quality of the end product.

5.2.3. Vibro Separator Machine/ MTRA

Vibro separator is suitable for efficient cleaning & grading. It is used to separate out impurities,

which are bigger or smaller than seed size along with thrash and sutli.

Figure 17: Reel Machine

Figure 18: Magnetic Separator



Figure 19: MTRA Machine

5.2.4. Aspiration System in Cleaning Plant:

A good aspiration system is required to maintain cleanliness, safety, sanitation, and efficient operation

of the wheat intake, pre-cleaning, and cleaning of the wheat in the cleaning house. Proper dust control

is necessary to maintain industrial safety and an acceptable work environment. Maintaining all cleaning

and conveying elements under a slight vacuum or negative pressure helps prevent leakage of dust into

the atmosphere. Maintaining the proper air requirement in gravity- based cleaning equipment is

essential for their basic function.

The aspiration system comprises a fan, a dust collector, and a network of ducts that is carefully

designed and well- distributed to connect all

equipment, conveying elements, and

various other dust- generating sources. The

branches of the duct work are designed to

provide the necessary air volume at an

appropriate pressure. Air requirements

are different for different pieces of

equipment and conveying elements. This

design is achieved partly by appropriately

sizing the ducts and selecting the fan and dust

collector. System air- volume requirements

are calculated by adding the air volumes

required by the various pieces of equipment

and the exhaust connections on conveying elements. The total system air- pressure requirements are

calculated by adding the pressure required at various connecting points to the calculated pressure

losses resulting from resistance along the ducting system. This approach helps in selection of a fan of

appropriate size. The main duct work is connected to the dust collector, which has filter bags to entrap

all dust particles from the dust-laden air that passes through it. The suction side of the fan is connected

to the dust collector, providing the required air under suction, or negative pressure, while the other

end, which blows air out, is vented out of the building.

As their physical locations are far apart, it is more efficient to incorporate a common aspiration system

for the intake, pre-cleaning, and storage of wheat and separate systems for main cleaning, as common

system contributes to pressure losses because of resistance over a long stretch of ducting. This

approach is necessary because these systems may warrant different air requirements; some gravity-



based cleaning equipment requires large volumes of air at elevated pressures to maintain processing

performance.

5.2.5. Sorting equipment

A sorter is basically a colour grading machine. Yellow colour, for instance, of tur dall is acceptable, while others are separated or sorted. In a sorter, the product to be sorted is fed into the hopper located on a vibrating plate. The plate then spreads it and carries it through oblige sections, where it is further separated. The product then falls through an analysis section where each particle is checked by two optical devices facing each other. The characteristic electrical signal for each colour is conveyed to a control unit which converts this signal. Should non-designated particles be present, these are shut-off to the discard bin by means of an air blast fired by ejectors. Product considered good is instead dropped into the good product hopper.

Figure 20: Sorting Machine

Sorters are often controlled by micro-processors and their sophisticated software allows the use of hundred different sorting programmes storable on board. The machine is therefore able to carry out different sorting processes of the same product or of different products in minutes.

While there is a range of internationally reputed equipment suppliers’ vis-à-vis sorters, some have a definite advantage. For instance, the Buhler sorter is the only bi-chromatic colour sorter available, with a high product recovery. Also, necessary advanced sorter machines use automatic calibration and product tracking to maintain constant quality without the need for operator adjustment. Feed, cameras and ejectors are designed for maximum ejection accuracy and high yield. Quality assurance facilitates continuous measurement of input defects and broken grain and enhances quality assurance data providing trend analysis. Ideally, equipment with small high-pressure ejectors reduces air consumption. Open construction could prevent product accumulation, making the sorter easy to clean.

Standard accessories to this equipment include compressor to provide compressed air for operation of the sorter. Air driers are to remove moisture from the compressed air and a constant voltage constant frequency (CVCF) supply to condition power supply inputs to the sorter. Elevators and screw conveyors are required to feed and take out the material from the sorter machine during operation.

5.2.6. Drying equipment and solar panels

There is different solar energy exploring technology options that may be used for drying pulses. Many large firms in Tamil Nadu, for example, use these technologies to maintain/enhance product quality. For instance, the solar Air Heating, PEN Systems making use of the air-heating potential of sunlight is a technology patented by the Planters Energy Network (PEN) initiated as a trust at the Madurai



Kamaraj University.10 The equipment may be used in any enterprise where hot air is required. Deploying temperature control operated by the activator motor, the temperature setting and its reliability are ensured. The equipment may be used for processing of pulses and other food products and supplying hot air to boilers, etc.

Figure 21: Solar Dryer

Such equipment has high efficiency, replaces/ reduces fossil fuel consumption, substantially, is a cleaner process with healthier and more hygienic products, and involves low recurring and maintenance cost. In this particular drier, a special solar heat absorber is used for absorbing heat and using it for hot air generation. A centrifugal blower draws hot air from the panel into an insulated duct and distributes it to the point of use, and a cold air vent is used for controlling the temperature as required from time to time.

To elaborate, for reducing moisture content of raw pulse to about 4 percent, and for heating raw pulse for easy peeling of outer skin, a 1260 sq. mt. solar air heating system is required. This will produce required hot air at a temperature range of 65 degrees celsius to 85 degrees celsius. The 1260 sq. mt. roof integrated color air heating system may be installed over the south facing roof of the proposed CFC. The roof may be converted as a base of the system and rock wool slab installation (to reduce heat loss) may be laid on the roof. Over installation, an aluminium base may be constructed with a particular air-flow gap. A selective solar black coated absorber and toughened glass cover may be installed using aluminium frames. Fresh air is made to pass through the gap between the absorber and the base plate and it gets heated up. The hot air from the solar panel and collector is drawn through an insulated duct by a blower and then distributed to the drier through conventional firewood operated hot air generator/ heater inlet point. In the drier, the hot air temperature will be controlled by using a temperature controller and automatic dampers.

5.2.7. Pulse Roll Machine

The pulse roll mill is used to obtain cracking and scratching of clean pulses passing through it. The

equipment may be used for loosening of Husk to facilitate subsequent oil penetration. During

operation some of the pulses are dehusked and split which are separated by sieving.

10 The PEN has been empanelled as a Business Devlopment Associate (BDA) of the Indian Renewable Energy Development Agency (IREDA), New Delhi.



Figure 22: Pulse Roll Mill

5.2.8. Packaging equipment

Typically, gunny bags made of jute are widely used by farmers and traders. As per NAFED, packing of pigeon peas should be made in gunny bags of particular specifications. HDPE and PP bags may also be used for packaging red gram. With regards to poly pouches, pulses are packed by larger units in other locations in poly pouches with attractive label and brand name. In a bag filling machine, the operator feeds the quantity of material to be bagged through the keyboard of the controller. The bag is placed on the discharge chute and start buttons pressed. The bag gets clamped and immediately pre-weighted quantity of material is filled into the bag, and the bag is declamped and moves onto the stitching conveyor.

Figure 23: Automatic Filling Machine

Packaging (Consumer Packaging): Vertical form of fill and seal machines with 14 head weigher helps in packaging of pulses in 0.5, 1 and 5 kg sizes. The typical requirement of cluster firms’ products for direct retail is for 1 kg pouches.

The equipment required comprises a 14 head weigher and produce pillow type pouches with centre seal. One kg. Capacity pouches can be filled at the rate of even 30-35 pouches per minute (or conservatively, 25 pouches per minute). Typically, machine construction is of M.S. and product contact parts are of S.S. The machine requires a compressor and voltage stabiliser (in case of abnormal fluctuations in power supply). The equipment comes with a photo registration system, centralised lubrication system, forming collar and pipe, and splicing unit for easy roll change over. Optional attachments are an ink-coding unit and 2 type bucket elevator with base hopper and level sensor. Some established equipment suppliers include Pakona Engineers Pvt. Ltd., located at Mumbai and Baroda.



Figure 24: Consumer Packing

Packaging (wholesale/ supply of job-worked produce from different facilities in the CFC to

users) : An appropriate electric net weighing and bagging system with SAC sealer and conveyor

usually has the following equipment specifications: gravity fed type electronic net weighing and

bagging system with gravity type feeder and a bulk density of 850 kg/ cu. meter. The capacity of bags

produced, that is, weighment size is between 25 to 50 kg capacity and output is about 400 bags/ hour

of 50 kg capacity. Bags are open mouth bags with accuracy of +/- 50 GMS (subject to free dal of

material). The bag material is usually of HDPE/ PP.

As a matter of fact, an electronic nett weighing system consists of a surge hopper, gravity feeder, electronic net weigher; microprocessor based electronic controller, local control panel, and discharge chute and bird beak bag holder. To elaborate:

A surge hopper provides a surge capacity immediately above the weigher, comprising of an

isolation valve having the same flange details as the hopper inlet enabling disconnection of

the weigher; inspection hatch with lid.

A gravity feeder comprises of a two position radial gate to regulate main and dribble feed

rates to the weigher.

An electronic net weigher (accurately, and) continuously weighs pre-selected quantities of

bulk material. The main component are a housing, two load cells, weigh hopper, hopper

suspension, check links and electronic measuring and control module. Typically, the weigher

housing is 700 mm high, incorporates two large access doors and two parts which may be

used as vents or for dual extraction. A twin cantilever strain gauge load cell arrangement

accommodates nominal loads of 100 kg maximum. Weigher hopper is of 50 litres capacity

and ideally has pneumatically operated double flap discharge doors and incorporates a

cleaning/ inspection door. The weigh hopper is attached to the load cells by means of

suspension arms and hangs within the housing.

Microprocessor based controlled weighing module in solid housing (280 X 230 mm) often

comes readily wired for floor or wall mounting. Some important features of related equipment

are as follows: 8 line X 40 character graphics, and upto 5 weighing parameters with weight

check (tolerance check).

A discharge chute comprising a stainless steel (SS 304) connecting hopper with inlet to affix

to the weighers flange and flanged outlet spigot to the bag holder. The chute need have a dust

extraction connection to minimise air borne dust upon weighers discharge.

Support equipment also comprises bag holder and sac sealer. Usually, the sac sealer could be

used with plastic and woven sacks. The sac sealer may operate with stitching speed of 7.5

m/minute. The sealer could have an effective capacity of 400-600 bags per hour and could

stitch type of double thread interlock stitch. The specifications include a height adjustable

range of 350 mm. The related equipment comprises a sewing head with nibbler knife and

pillar sewing unit.

5.2.9. Weighing and dosing systems:



Accurate weighers are most important for recording the weight of purchased raw materials and sold

finished products. Correct recording of these weights directly influences the success of the bottom

line. Scales are used for control of the performance of the various processing steps, such as cleaning,

conditioning, and milling, as well as to determine moisture loss in the finished- product area.

5.2.10. Air systems in the mill:

A mill contains three types of air systems. Aspiration systems in the mill enable machines like purifiers

to work properly and also are used to keep systems from emitting dust. Aspiration is used to control

airflow by ensuring that the negative pressure inside machines and conveying elements is higher than

the outside pressure. Pneumatic systems are primarily used to lift product from roller mills to

plansifters within the milling system. These air-based conveying systems not only transport product

but at the same time provide aspiration for the roller mills. Compressed- air systems are used

throughout the plant to provide operation air for pneumatic valves, slides, scales, and bagging

equipment. All these air systems are major energy users, and lately great effort has been made to

reduce their energy consumption. Optimized calculations and usage of frequency converters for

compressors, rinsing air systems, and pneumatic conveying systems have resulted in energy savings.

5.2.11. Support Equipment, Engineering and Automation

The support structure and equipment play a highly important role in the performance of the mill.

Based on size, capacity and milling engineering the support structure and equipment need to be

installed. Since several machines function on vibration

principle, it is highly important that support structure is robust

and shock absorbent. In most modern mills, one can easily

observe compliance in this context. Moreover, the key

principles that govern benchmarking in material

handling and support equipments are: high

efficiency, low power consumption, easy and

minimum maintenance, durability and long lifetime,

smooth operation, movement direction control switch for

safety precaution. Key suppliers like Buhler, Bansal

Group, Choyal, Fowler Westrup, etc also supply

turnkey solutions in this context. Few other domestic

options include Aqua Engineering (Gujarat), Osaw Agro (Ambala), etc. Compressors of Atlas Copco,

ELGI or similar repute make are highly preferred by millers to support color sorting and packaging

operations and to support other pneumatic function.

5.2.12. Testing Equipment

Testing has to be undertaken on raw material raw pulses in terms of some critical parameters such as

moisture control as the quality of finished products, drying time and standardised drying is dependent

on this aspect. Finished products have to be studied on aspects such as presence of metal. Analysis is

also typically on pesticide residue (DDT etc.), aflatoxins, microbiological parameters, physical

parameters (size, for presence of foreign odour, test for infestation by insects), determination of

impurities (both organic and inorganic), and nutritive value content (Protein, carbohydrates etc.). The

cluster faces constraints with respect to facilities to undertake such tests.

Standards and grading under the Agricultural Produce (Grading & Marketing) Act (AGMARK) have

been specified. Grading implies categorization into lots of the produce according to fixed grade

standards. Produce is graded in accordance with various quality factors. Such grading enables

appropriate price fixation. Grading under the AGMARK Act, helps maintain the quality of agricultural



produce in India, Grade standards have been specified for pulses ”whole” and “split” notified by the

directorate of marketing and inspection in terms of moisture content, foreign matter, (organic/

inorganic), damaged grains etc. Whole pulses as well as split pulses are required to be:

Dried and mature seed of pulse; husked and split seed of pulse.

Sweet, clean, wholesome, uniform in size, shape, colour and in sound merchantable condition.

Free from living and dead insects, fungus infestation, added colouring matter, moulds, obnoxious, smell, discolouration.

Be free from rodent hair and toxic content.

Uric acid and aflatoxin should not exceed 100 milligrams and 30 micrograms per kilogram respectively.

Comply with specifications with regard to metals, crop contaminants, naturally occurring toxic substances, use of insecticides and other provisions prescribed under the PFA rules.

Grading of procurement has also been prescribed by the NAFED. NAFED is the nodal agency of the government of India for procuring of pulses in different states under the Price Support Scheme (PSS). The concerned State Co-operative Marketing Federations are the procuring agents for NAFED. The APMC at Nagpur is a related platform in Nagpur. Only one grade, that is, Fair Average Quality (FAQ) is prescribed every year/ season for procurement of pulses under the price support scheme. The general requirement under NAFED grade specifications for pulses cover aspects related to requirements vis-a-vis size, shape and colour, odour, impurities etc. There are also special requirements (maximum limits of tolerance) in terms of foreign matter such as dust, stones, mud-balls of earth, husk, straw and other impurities; admixture viz. pulse other than the principal pulse; damaged pulsen (internally or externally) immature and shriveled pulse; weevil led pulses or pulses that are partially bored or eaten by such or other grain insects.

Grading has also been prescribed under the prevention of Food Adulteration Act (PFA). Under this act standards regarding to moisture, foreign matter, other edible gains, damaged grains, weevil led grains, uric acid content and aflatoxin.11 The PFA has norms along with the commodity indices. (CODEX Standard).

The various parameters to be tested for dal may be viewed in terms of physical characteristics (size, colour and breakage during processing), moisture content without changing chemical structure of dals, ash and mineral content, carbohydrate content, fat and sil content, protein content, aflatoxin and pesticide residue and energy in Kcal and jules. The list of laboratory equipment ranges from: sieves of various mesh, to determine size of dal grains, while colour background plate to match colour of various dal, infrared moisture balance, spectrophotometer, micro-biological testing equipment etc.

There is therefore a range of testing parameters, apparatus and equipment. Ideally, size of dall should be 3- 3.5 mm, and preferably, percentage of broken dal grains from whole dal grains should be below 1 percent. Further, moisture content in dall should range between 4-5 percent. Conventional moisture content analysis involves weighing samples, drying in over about 70 degrees celsius for 8-10 hours, and then weighing to test moisture content. However, infrared moisture content analysis is far more accurate and provides validated and instant data. Silica dish test is deployed for mineral (lead, arsenic, copper iron etc.) and ash content; in fact, a muffle furnace is also used simultaneously to burn pulse

11 Aflatoxins are carcinogenic and may even cause liver damage. The ingestion of aflatoxin suppresses growth and immunity in human beings. Actually, aflatoxin contamination is the most common occurrence in agricultural produce/food. As a matter of fact, aflatoxin is a type of toxin containing toxic substances, produced by moulds or fungii. Aflatoxin contamination may occur in pulse in the field itself, in farm storage and processing activity, whenever environmental conditions, that is, high moisture/humidity and temperature are favourable for the growth of fungii.



and dal at 350-400 degree Celsius to help determine ash content of dal. Spectrophotometer and chemical balance and other apparatus are used to determine micro mineral, pesticide and such content. Kjeldahl digestion and distillation apparatus is used to determine the protein content of raw pulse/ dal sample. Normally, preferred protein content is about 23-25 percent in dal. A chemical balance and glass ware is also used to estimate carbohydrate and fat content. Microbiological related equipment (inoculation or sterile chamber, autoclave for sterilising glass and other equipment), testing is pursued for fungi and aflatoxin content.

Of these, some of the most important tests relevant to the circumstance of cluster firms includes moisture content analysis, testing for linseed oil (an essential addition in the process that critically influence the quality of dal produced), and a range of other tests related to ash content, carbohydrates and pesticide residue etc.)



Table 7: Description of machineries used in Modern Dal Mill

Sr.

No.

Process Name of Machine Cost per

unit (in Rs

Lakh)

Description of machine

1. Pre-cleaning Drum Sieve LAKA

20.15 Drum sieves are mainly and widely used in all the grain processing factories, feeds processing factories, food processing factories, dal milling factories, fodder processing factories and so on. Drum Sieve is used to separate coarse impurities like straw, strings, stones, wood, paper, leaves etc. from various grains and dal in the intake section of the mill. The Drum sieve reliably removes straw fragments, bag tapes, paper, pieces of wood from fine- and coarse-grained bulk materials. This makes it an indispensable piece of equipment in materials receiving (intake) sections of bulk storage and transfer facilities or in processing plants such as grain mills, animal feed production plants and dal mills. Reliable materials pre-cleaning by the drum sieve LAKA protects all the downstream processing equipment against damage. This enhances the operating reliability of the entire production plant.

2. Grain

Screening

Grain Plus LAGA

7.00 Grain cleaning/screening machine has an air aspiration unit and screens which are front mounted for easy cleaning and maintenance. The grain screening machine is optimally suited for seed and dal processing mills as it has a sifter and air regulation unit which reliably screens out lighter fractions and impurities. The grain screening machine used by M/s R.B Industries will be GrainPlus LAGA manufactured by Buhler. A magnet plate traps magnetic shavings/impurities. The magnetic plate is effective in all sorts of minerals like illmenite, monazite, huebnerite, garnet, chromate, wolframite etc.

3. Main

Cleaning

Separator Classifier 4.78 The separator classifier MTRA is used primarily for grain cleaning in the milling of Pulses, wheat, corn (maize), rye, soybeans, oats, buckwheat, spelt, millet and rice as well as in storage elevators. It separates coarse and fine impurities from grain via screening and classifies a broad range of materials according to size. In addition to its main field of application, the classifier MTRA is also employed successfully in feed mills, seed cleaning plants, oilseed cleaning and cocoa bean grading plants.



4. Main

Cleaning

De-stoner

5.435 It is used for removal of heavy foreign contaminants like stones, metallic and glass pieces, mud balls and other high-density matter from grains and seeds of all crops. It works on the principle of vacuum negative pressure. It also separates the lightweight particles and impurities if any by air suction. It also classifies the materials. The de-stoner is suitable for all types of grains like pulses, rice, sesame seeds, barley, maize etc. The efficient removal of high-density matter such as stones, glass and metal provides additional protection to parts further along the production chain.

5. Main

Cleaning

Specific Gravity Separator

5.77 The specific gravity separator is used in grain milling for the classification and separation of granular materials into high-density (heavy), mixed and low-density fractions. For example- classification and/or separation of crushed corn (maize), corn germ and endosperm, light impurities from durum wheat, ergot from wheat or light and shrivelled grain from pulses and seeds. Also, pulse grains which are of low quality because of shrivelled grain or being hollow can be easily separated from good quality pulse grains.



6. Drying Pulse Dryer

21.15 Drying systems exclusively designed for pulses to be employed which offer extremely gentle handling to significantly reduce thermal stresses to pulses, improving product quality and reducing losses. Multiple stage drying is incorporated in the equipment thus ensuring consistent drying for all grains and elimination of moisture variation in them. Low heat will ensure that heat stresses don’t result in cracking of grains thereby keeping a good yield intact.

7. Hulling Pulse huller

6.51 Pulse Huller designed exclusively for hulling all major pulse varieties is being used. The pulse huller will remove the grain hulls and husk from the dal at a consistent rate with high throughput rate. The finish of the hulled pulses is important to their quality and the pulse huller chosen provides better yield and surface finish ensuring quality is maintained. Low power consumption also makes it eco-friendly. The pulse huller can be easily operated and optimised for all major pulse varieties.



8. Splitting Pulse splitter

1.2 A Dal Splitter machine is used to obtain cracking and scratching of clean pulses passing through it. Phatka machine is used to split the hulled pulse grain into two halves. The phatka machine will also take care of hulling the pulse grains which might not have been hulled in the previous process.

9. Sorting Optical Sorter

82 The optical sorter removes subtle light and dark colour defects, spots, damaged or blemished grains and foreign materials. Shape recognition technology detects shape difference and many other hard to detect defects and automatically sorts the pulses and unwanted materials. The machine will be employed for all variety of pulses; beans, lentils, grams and peas, of different sizes and origin, in all forms, splits and whole, with or without skin

10. Bagging Bagging Carousel

7.0 The effective and flexible bagging carousel being used is suitable for packing open-mouth bags made of paper, plastic, jute, or cotton with a filling weight ranging from 10 kg to 50 kg. The packer capacity is as high as 18 bags per minute. The bagging carousel employed with automatic bag closers and weighing scales will ensure proper weights of the packed units and also proper sealing.



Chapter 6: SWOT of technology

The SWOT analysis of the modern technology of dal milling proposed in the previous chapter is

given below-

Strength Weakness

1. The use of modern technology in the pre-

cleaning section of dal mill can reduce the

yield loss over processing

2. The use of modern technology can

enable the millers to move into export

quality dal and thus, ensure better

margins.

3. Scope for market price increases by even

5-8% for better quality products

4. Inclusion of vertical design of dal mill

reduces the space requirement and eases

out the movement across the mill

5. Solar dryers are a cost effective though

capital intensive means to reduce the

dependence upon the limited and

expensive fuels like coal & wood as well

as electricity.

6. Automation in dal mill can decrease the

dependency upon the already scarce

supply of skilled/unskilled labours in the

region.

1. The adoption rate of latest technology

innovation is low among the millers due

high capital investment involved in setting

it up.

2. Most of the mills have been fabricated and

built more than 10 years ago. The millers

prefer to add only a part of the entire

technology line to their existing set up

which does not effectively add up to the

yield as there is capacity mismatch among

the various sections of machines.

3. Lack of awareness and knowledge

regarding the latest innovations in the Dal

milling process flow is another reason for

low rate of adoption among millers.

4. There is lack of customised R&D in the

proximity of these dal mills

5.

Opportunity Threat

1. By adopting the latest innovations in dal

mill, there is an opportunity for the millers

to increase the yield and therefore their

net returns.

2. Scope for technology upgradation

3. Increase market demand with better

quality product- with least contamination

4. Higher value realization for millers by

producing export quality and retail

packaged dal and lower yield loss

1. Automation in dal mills would lead to

reduced employment opportunities.

2. Technology once obsolete may require re-

investment upon upgradation to latest

technology.

3. Technology breakdown for a longer period

may have much higher cost implications

than the labour intensive firm.

4. Under the Goods and Services tax (GST),

five per cent Tax will be charged on

packaged branded pulses. This is

detrimental to brand promotion.



Chapter 7: Indicative project profile for Rajasthan

Comparative analysis

The comparative analysis of traditional, semi modern and modern Technology for dal milling is detailed

out as below-

Table 8: Comparative analysis of traditional, semi modern and modern technology for dal milling

Sr. Parameters Traditional Tech. Semi Modern Tech. Modern Tech.

1 Capacity of unit 2.5 TPD 30 TPD 14 TPD

2 Investment of unit (in Rs) 2,118,437 18,000,000 81,000,000

a Plant and Machinery (in Rs) 1,191,117 10,000,000 44,407,000

b Land and Civil Work (in Rs) 816,000 4,000,000 29,225,000

c Preliminary and Pre-operative

Expense (in Rs) 10,000 - 3,516,000

d Working Capital Margin (in Rs) 101,320 4,000,000 3,852,000

3

Machinery Details

Cleaner, Grader,

Water oil mixer, Dryer,

Roller and Sheller

Cleaner, Grader,

Water oil mixer, Dryer,

Roller, Sheller, De

stoner

Dryer, Mover,

Seperator, Destoner,

Huller, Dust Fan,

Sortex, Auto Packing,

etc.

4 Electricity Consumption 35 KVA 110 KVA 280 KVA

5 Operation Process (Manual/

Semi - Auto/ Fully - Auto) Semi-Auto Semi-Auto Semi-Auto

6 Man power required

a Direct 8 10 47

b In-Direct 2 3 8

7 Product Obtained

Grade A - 50 to 55%

Grade B - 15% to 20%

Broken - 15% to 20%

Husk & Powder - 7% to

15%

Grade A - 60 to 65%

Grade B - 10% to 15%

Broken - 10% to 15%


10%

Grade A - 70 to 80%

Grade B - 7% to 15%

Broken - 7% to 10%


10%

8 Financially Viable Yes Yes Yes

9 Target Market Rural/ Semi Urban Urban/ Semi Urban Urban/ Semi Urban



10 Important Points

- Low product yield

- Low investment

- High wear and tear

- High product yield

- High investment

- Low wear and tear

- High product yield

- High investment

- Low wear and tear

Indicative project Profiles

This section of the report outlines three project profiles that could be referred by entrepreneurs to select

their most suitable option. Broadly, one micro scale, one small scale and one medium scale investment

option has been showcased primarily to suit the investment capabilities of the entrepreneurs. The

upcoming sub- sections of 7.2 individually showcase the financial feasibility of these projects.

a. Section 7.2.1 showcases a small scale model, which can be pursued as guiding model by small

farmers or individual entrepreneurs, farmer groups, farmer producer association/companies. The

technology proposed for this segment involves double roller Mini Dal Mill with 4 TPD capacity

which comprises of a cylindrical grader, buff polisher, roller, screen sets, Sheller, screw polisher,

screw conveyor, dryer, material handling equipments and tanks, aspiration system, cabling and

control panel, weighing machine and stitching machine. The total cost of the complete set of

Main P&M, on basis of some referred quotations of leading suppliers in the segment, is Rs. 20.42

Lakhs. This is inclusive of taxes, transportation, installation and commissioning charges.

b. Section 7.2.2 showcases a medium scale model, which can be pursued as guiding model by small

scale entrepreneurs, farmer producer association/companies. The technology proposed for this

segment involves Semi-Automatic 20 TPD Dall Milling unit and control panels and weighing and

bagging machine. The total cost of the complete set of Main P&M, on basis of some referred

quotations of leading suppliers in the segment, is Rs. 100 Lakhs. This is inclusive of taxes,

transportation, installation and commissioning charges.

c. Section 7.2.3 showcases a large scale fully automatic model, which can be pursued as guiding

model by some small scale entrepreneurs or institutions. The technology proposed for this

segment involves Fully Automatic 7.5 TPD Dall Mill Plant. The main plant and machinery include

Color Sorter, magnetic separators, Hammer Mill and Pulverizer, High Pressure Filters, complete

support structure, storage tanks and material handling equipments, aspiration system, cabling and

control panels, weighing and bagging machine and packing machine, pneumatics and automation

system and lab equipments. The total cost of the complete set of Main P&M, on basis of some

referred quotations of leading suppliers in the segment, is Rs. 809 Lakhs. The cost of Utilities

(Weighbridge, etc), on basis of some referred quotations of leading suppliers, is Rs. 25.00 Lakhs.

This is inclusive of taxes, transportation, installation and commissioning charges.

7.1. Project Profile 1: Small Scale Unit

7.1.1. Land and building

Sr. No. Particular Unit No. of Unit Rate per unit Total Value

(Rs.)

1 Shed Construction

Sq. ft. 1,500 700 1,050,000

Total 1,050,000



7.1.2. Machinery and Equipment

# Description No. Required Rate Total Value (Rs.)

1 Cylindrical grader 2 120,000 240,000

2 Double roller mini dal mill 1 310,000 310,000

3 Buff polisher 1 120,000 120,000

4 Roller 2 16,000 32,000

5 Screen set 4 10,000 40,000

6 Sheller 1 48,000 48,000

7 Screw polisher 1 55,000 55,000

8 Screw conveyor 2 64,000 128,000

9 Elevator 5 90,000 450,000

10 Dryer 1 330,000 330,000

11 Storage bin 2 60,000 120,000

12 Taxes, Duties and Installation 93,650

13 Erection fitting & installation charges with M/S material

76,000

Total 2,042,650

7.1.3. Furniture and Fixture

# Particular No. Required Rate Total Value (Rs.)

1 Furniture, Chair and Table 1 20,000 20,000

Total 20,000

7.1.4. Preliminary and Pre- Operative Expenses

Sr. No. Particular Total Value (Rs.)

1 FSSAI License 5,000

2 Shop Act 5,000

Total 10,000

7.1.5. Working Capital Requirement

Sr. No.

Item Duration Total Value

Year-I Year-II Year-III Year-IV Year-V

1 Raw material (Harbara) - Rs. 6000 per quintal

4 Days 83,520 87,696 92,081 96,685 101,519

2 Raw material (udid) - Rs. 9000 per quintal

4 Days 22,080 23,184 24,343 25,560 26,838

3 Raw material ( Tur ) - Rs. 10000 per quintal

4 Days 80,640 84,672 88,906 93,351 98,018

4 Raw material ( Mung ) - Rs. 8500 per quintal

4 Days 50,880 53,424 56,095 58,900 61,845

5

Labour - Loading and unloading (Procurement) (Rs. 20 per quintal)

4 Days 960 1,008 1,058 1,111 1,167



Sr. No.



6

Labour - Loading and unloading (Final Product) (Rs. 20 per quintal)

4 Days 960 1,008 1,058 1,111 1,167

7 Transportation - Procurement (Rs. 30 per quintal)

4 Days 1,440 1,512 1,588 1,667 1,750

8 Transportation - Marketing (Rs. 50 per quintal)

4 Days 2,400 2,520 2,646 2,778 2,917

9 Packaging cost (5 kg) (Rs. 20 per bag)

4 Days 12,096 12,701 13,336 14,003 14,703

10 Packaging cost (25 kg) (Rs. 50 per bag)

4 Days 2,592 2,722 2,858 3,001 3,151

11 Oil 4 Days 3,200 3,360 3,528 3,704 3,890

Total 260,768 273,806 287,497 301,872 316,965

7.1.6. Total Cost of the Project


1 Land and Building 1,050,000

2 Machinery and Equipment 2,042,650

3 Furniture and Fixture 20,000

4 P&P Expenses 10,000

5 Working Capital Margin 65,192

Total 3,187,842

7.1.7. Means of Finance


1 Own Contribution 845,855

2 Bank Finance - Long Term Loan 2,341,988

Total 3,187,842

7.1.8. Fixed Operating Cost

Sr.no

Particular Number of Unit

Unit Cost

Y 1 Y2 Y3 Y4 Y5

A. Fixed

Rent 12

10,000

120,000

126,000 132,300 138,915 145,861

Office Maintenance 12 500 6,000 6,300 6,615 6,946 7,293

Electricity Charges 12 3,000 36,000 37,800 39,690 41,675 43,758

Machinery maintenance cost

1 40,85

3 40,853 42,896 45,040 47,292 49,657

Human resource expense

Master

1 10,00

0 120,00

0 126,000 132,300 138,915 145,861



Sr.no

Particular Number of Unit

Unit Cost

Y 1 Y2 Y3 Y4 Y5

Labour

8 6,000 576,00

0 604,800 635,040 666,792 700,132

Support staff 1 8,000 96,000 100,800 105,840 111,132 116,689

Sub-Total 994,85

3 1,044,59

6 1,096,82

5 1,151,66

7 1,209,25

0

7.1.9. Variable Operating Cost

Sr. no

Particular Numbe

r of unit

Unit Y1 Y2 Y3 Y 4 Y 5

B Variable Cost

Raw material ( Harbara ) - Rs. 6000 per quintal

58 2,192,40

0 2,532,22

2 2,900,545 3,299,370 3,730,826

Raw material (udid) - Rs. 9000 per quintal

46 579,600 669,438 766,811 872,247 986,310

Raw material ( Tur ) - Rs. 10000 per quintal

42 2,116,80

0 2,444,90

4 2,800,526 3,185,599 3,602,177

Raw material ( Mung ) - Rs. 8500 per quintal

53 1,335,60

0 1,542,61

8 1,766,999 2,009,961 2,272,802

Labour – Loading and unloading (Procurement) (Rs. 20 per quintal)

200

25,200 29,106 33,340 37,924 42,883

Labour – Loading and unloading (Final Product) (Rs. 20 per quintal)

200

25,200 29,106 33,340 37,924 42,883

Transportation – Procurement (Rs. 30 per quintal)

300 37,800 43,659 50,009 56,886 64,325

Transportation – Marketing (Rs. 50 per quintal)

500 63,000 72,765 83,349 94,809 107,208

70% Packaging cost (5 kg) (Rs. 20 per bag)

4000 317,520 366,736 420,079 477,840 540,327

30% Packaging cost (25 kg) (Rs. 50 per bag)

2000 68,040 78,586 90,017 102,394 115,784

Oil 2.5 80 84,000 97,020 111,132 126,413 142,944

Electricity cost (Rs.) 111.9 12 140,994 162,848 186,535 212,184 239,931

Sub-Total

6,986,15

4 8,069,00

8 9,242,682

10,513,550

11,888,399

Total

7,981,007

9,113,604

10,339,507

11,665,217

13,097,649



7.1.10. Depreciation

As per company act

Particular Y1 Y2 Y3 Y4 Y5

Assets

Building

Asset Value 1,050,000 997,500 945,000 892,500 840,000

Depreciation 52,500 52,500 52,500 52,500 52,500

Accumulated Depreciation 52,500 105,000 157,500 210,000 262,500

Net Fixed Assets 997,500 945,000 892,500 840,000 787,500

Plant and Machinery

Asset Value 2,042,650 1,838,385 1,634,120 1,429,855 1,225,590

Depreciation 204,265 204,265 204,265 204,265 204,265

Accumulated Depreciation 204,265 408,530 612,795 817,060 1,021,325

Net Fixed Assets 1,838,385 1,634,120 1,429,855 1,225,590 1,021,325

Furniture and Electrification

Asset Value 20,000 18,000 16,000 14,000 12,000

Depreciation 2,000 2,000 2,000 2,000 2,000


Net Fixed Assets 18,000 16,000 14,000 12,000 10,000

Gross Fixed Asset 3,112,650 2,853,885 2,595,120 2,336,355 2,077,590

Total Depreciation 258,765 258,765 258,765 258,765 258,765

Accumulated Depreciation 258,765 517,530 776,295 1,035,060 1,293,825

Net Fixed Assets 2,853,885 2,595,120 2,336,355 2,077,590 1,818,825

As per IT act


Assets

Building

Asset Value 1,050,000 945,000 850,500 765,450 688,905

Depreciation 105,000 94,500 85,050 76,545 68,891


Net Fixed Assets 945,000 850,500 765,450 688,905 620,015

Plant and Machinery

Asset Value 2,042,650 1,736,253 1,475,815 1,254,442 1,066,276

Depreciation 306,398 260,438 221,372 188,166 159,941

Accumulated Depreciation 306,398 566,835 788,208 976,374 1,136,315

Net Fixed Assets 1,736,253 1,475,815 1,254,442 1,066,276 906,335

Furniture and Electrification

Asset Value 20,000 18,000 16,200 14,580 13,122



Depreciation 2,000 1,800 1,620 1,458 1,312


Net Fixed Assets 18,000 16,200 14,580 13,122 11,810

Gross Fixed Asset 3,112,650 2,699,253 2,342,515 2,034,472 1,768,303

Total Depreciation 413,398 356,738 308,042 266,169 230,144

Accumulated Depreciation 413,398 770,135 1,078,178 1,344,347 1,574,491

Net Fixed Assets 2,699,253 2,342,515 2,034,472 1,768,303 1,538,159

7.1.11. Tax calculation


Tax Details

EBT 308,995 560,326 904,840 1,284,392 1,702,328

Add Depreciation as per companies Act 258,765 258,765 258,765 258,765 258,765

Less Depreciation as per IT Act 413,398 356,738 308,042 266,169 230,144

Taxable Income 154,363 462,353 855,563 1,276,988 1,730,949

Provision of Taxes 47,698 142,867 264,369 394,589 534,863

7.1.12. Revenue Schedule

Sr. No

Particulars Y1 Y2 Y3 Y4 Y 5

A Revenue - Harbara

Grade A 1,735,020 2,003,948 2,295,431 2,611,053 2,952,499

Grade B 390,380 450,888 516,472 587,487 664,312

Broken 347,004 400,790 459,086 522,211 590,500

Husk and Powder 37,800 43,659 50,009 56,886 64,325

B Revenue - Urad

Grade A 514,080 593,762 680,128 773,645 874,814

Grade B 115,668 133,597 153,029 174,070 196,833

Broken 102,816 118,752 136,026 154,729 174,963

Husk and Powder 12,600 14,553 16,670 18,962 21,442

C Revenue - Tur

Grade A 2,088,450 2,412,160 2,763,019 3,142,935 3,553,934

Grade B 433,755 500,987 573,858 652,763 738,125

Broken 257,040 296,881 340,064 386,823 437,407

Husk and Powder 50,400 58,212 66,679 75,848 85,766

D Revenue - Mung

Grade A 1,199,520 1,385,446 1,586,965 1,805,173 2,041,234

Grade B 308,448 356,257 408,077 464,187 524,889

Husk and Powder 25,200 29,106 33,340 37,924 42,883

E Job Work 1,323,000 1,528,065 1,750,329 1,990,999 2,251,361

Total 8,941,181 10,327,063 11,829,182 13,455,694 15,215,285



7.1.13. P & L Statement

Particulars Y1 Y2 Y3 Y4 Y5

Dal Revenue 8,941,181 10,327,063 11,829,182 13,455,694 15,215,285

Total Revenue 8,941,181 10,327,063 11,829,182 13,455,694 15,215,285

Fixed Cost 994,853 1,044,596 1,096,825 1,151,667 1,209,250

Variable Cost 6,986,154 8,069,008 9,242,682 10,513,550 11,888,399

Total Operational Expenses 7,981,007 9,113,604 10,339,507 11,665,217 13,097,649

Earnings Before Interest, Depreciation, Taxes and Amortization (EBITDA)

960,174 1,213,460 1,489,675 1,790,477 2,117,636

Depreciation 258,765 258,765 258,765 258,765 258,765

Amortization 2,000 2,000 2,000 2,000 2,000

Earnings Before Interest and Taxes (EBIT)

699,409 952,695 1,228,910 1,529,712 1,856,871

Interest Expense 390,413 392,369 324,070 245,320 154,543

Earnings Before Taxes (EBT) 308,995 560,326 904,840 1,284,392 1,702,328

Tax 47,698 142,867 264,369 394,589 534,863

Earnings After Taxes (EAT) 261,297 417,459 640,471 889,803 1,167,465

Profit (loss) carried to Balance Sheet

261,297 417,459 640,471 889,803 1,167,465

7.1.14. Cash flow statement

Sr. Particulars Y1 Y2 Y 3 Y4 Y5

1 Revenue

Total 8,941,181 10,327,063 11,829,182 13,455,694 15,215,285

2 Equity/ Share capital 845,855

3 Grant -

4 Long Term Loan 2,341,988

5 Short Term Loan 260,768 273,806 287,497 301,872 316,965

4 Amortization 2,000 2,000 2,000 2,000 2,000

5 Depreciation 258,765 258,765 258,765 258,765 258,765

Sub Total (A) 12,650,556 10,861,635 12,377,444 14,018,331 15,793,015

Cash Outflow (Rs.)

1 Capital Expenditure

a Furniture and Fixtures 20,000

b IT and Infrastructure -

c Land and Building 1,050,000

d Plant and Machinery 2,042,650

e Preliminary Expenses 10,000

2 Operational Expenditure

a Fixed Cost 1,255,618 1,305,361 1,357,590 1,412,432 1,470,015

b Variable Cost 6,986,154 8,069,008 9,242,682 10,513,550 11,888,399

3 Loan



Sr. Particulars Y1 Y2 Y 3 Y4 Y5

LTL - Principal - 469,019 539,372 620,278 713,319

LTL - Interest 351,298 351,298 280,945 200,040 106,998

STL - Principal 260,768 273,806 287,497 301,872 316,965

STL - Interest 39,115 41,071 43,125 45,281 47,545

4 Dividend

5 Tax 47,698 142,867 264,369 394,589 534,863

Sub Total (B) 12,063,301 10,652,430 12,015,579 13,488,041 15,078,105

Net Cash Flow (A-B) 587,254 209,205 361,864 530,290 714,911

Opening Cash and Bank 587,254 796,459 1,158,323 1,688,613

Cumulative Cash Balance

587,254 796,459 1,158,323 1,688,613 2,403,524

7.1.15. Balance Sheet

Particular Y ( 1 ) Y ( 2 ) Y ( 3 ) Y ( 4 ) Y ( 5 )

ASSETS

Current Assets

Cash and Bank Balance 587,254 796,459 1,158,32

3 1,688,61

3 2,403,52

4

Other Current Assets

Total Current Assets 587,254 796,459 1,158,32

3 1,688,61

3 2,403,52

4

Gross Fixed Assets 3,112,65

0 2,853,88

5 2,595,12

0 2,336,35

5 2,077,59

0

Less: Depreciation 258,765 258,765 258,765 258,765 258,765

Net Fixed Assets 2,853,88

5 2,595,12

0 2,336,35

5 2,077,59

0 1,818,82

5

Preliminary Expenses 8,000 6,000 4,000 2,000 0

TOTAL ASSETS 3,449,13

9 3,397,57

9 3,498,67

8 3,768,20

3 4,222,34

9

LIABILITIES & SHAREHOLDERS EQUITY

CURRENT LIABILITIES

Short Term Debt (Working capital loan)

Accounts Payable & Accrued Expenses 0 0 0 0 0

Other Current Liabilities

Total Current Liabilities 0 0 0 0 0

Long Term Debt 2,341,98

8 1,872,96

9 1,333,59

7 713,319 0

Differed Tax Liabilities

TOTAL LIABILITIES 2,341,98

8 1,872,96

9 1,333,59

7 713,319 0

Share capital 845,855 845,855 845,855 845,855 845,855

Reserves and Surplus



Add: Opening Balance (P/L Account) 0 261,297 678,756 1,319,22

7 2,209,03

0

Profit & Loss) During the Year 261,297 417,459 640,471 889,803 1,167,46

5

Appropriation - Dividend

Total Reserves 261,297 678,756 1,319,22

7 2,209,03

0 3,376,49

4

TOTAL EQUITY 1,107,15

2 1,524,61

0 2,165,08

1 3,054,88

4 4,222,34

9

TOTAL LIABILITIES & EQUITY 3,449,13

9 3,397,57

9 3,498,67

8 3,768,20

3 4,222,34

9

7.1.16. Term loan Repayment Schedule

Year Disbursemen

t

Outstanding at end of

the year Interest Net benefit

Repayment

Principal Interest

1st Rs. 2,341,988 Rs. 2,341,988 Rs.

351,298 Rs. 8,941,181 Rs. 0 Rs. 351,298

2nd Rs. 2,341,988 Rs.

351,298 Rs.

10,327,063 Rs. 469,019 Rs. 351,298

3rd Rs. 1,872,969 Rs.

280,945 Rs.

11,829,182 Rs. 539,372 Rs. 280,945

4th Rs. 1,333,597 Rs.

200,040 Rs.

13,455,694 Rs. 620,278 Rs. 200,040

5th Rs. 713,319 Rs.

106,998 Rs.

15,215,285 Rs. 713,319 Rs. 106,998

Total Rs. 2,341,988

Rs. 2,341,988

Rs. 1,290,579

7.1.17. Financial Indicators

Indicator Value

Internal Rate of Return 31.5%

Break Even (Average) 42.06%

Net Present Value 197,059

DSCR (Average) 16.45%

RoCE (Average) 21.2%

RoE (Average) 79.8%

Project Payback Period 3 Years 11 Months

Equity Payback Period 1 Years 6 month

7.1.18. Conclusion Based on study of technology to be adopted in the project, project economics and high economic viability indicators, it can be concluded that project is techno-economically viable and sustainable.



7.2. Project Profile 2: Medium Scale Unit

7.2.1. Land and Building

Sr. No. Particular Unit No. of Unit Rate per unit Total Value

1 Land R 0

2 Seed processing Shed

Sq. ft. 4,000,000

Total 4,000,000

7.2.2. Machinery and Equipment

Sr. No. Description No. Required Rate Total Value

1 Dal Mill 1 10,000,000 10,000,000

Total 10,000,000

7.2.3. Working Capital

Sr. No.



Working Capital Requirement

2 days 4000000 4200000 4630500 5360383 6515579

Total 4,000,000 4,200,000 4,630,500 5,360,383 6,515,579

7.2.4. Total Cost of the Project

Sr. No. Particular Total Value

1 Land and Building 4,000,000

2 Machinery and Equipment 10,000,000

3 Working Capital 4,000,000

Total 18,000,000


Sr. No. Particular Amount

1 Own Contribution 4,500,000

2 Bank Finance - Long Term Loan 13,500,000

Total 18,000,000



7.2.6. Production Programme

Capacity 20 MT

No. of Hours 8

No. of Operational Days 180


Capacity Utilization 75% 80.00% 85.00% 90.00% 95.00%

No. of operational days 135 144 153 162 171

Quantity Required (MT) 2700 2880 3060 3240 3420

Job Work 675 720 765 810 1710

Quantity for sales 2025 2160 2295 2430 1710

7.2.7. Fixed Operating Cost

Sr. Particulars

Number of Unit

Unit Cost

Y1 Y2 Y3 Y4 Y5

A. Fixed

Rent 12 2,000 24,000 25,200 26,460 27,783 29,172

Office Maintenance 12 500 6,000 6,300 6,615 6,946 7,293

Electricity Charges 12 5,000 60,000 63,000 66,150 69,458 72,930

Machinery maintenance cost 1

300,000 300,000 315,000 330,750 347,288 364,652

Human resource expense

Helper 25 4,000 1,200,00

0 1,260,00

0 1,323,00

0 1,389,15

0 1,458,60

8

Sub-Total

1,590,000

1,669,500

1,752,975

1,840,624

1,932,655

7.2.8. Variable Operating Cost

Particular Y 1 Y2 Y3 Y4 Y5

B Variable Cost

Cost of Goods Sold 4,558.2

0 5,318.9

0 6,078.6

0 6,458.9

5 6,458.9

5 ADD: 75% of Factory OH Treate As Variable

13.85 16.03 18.39 20.38 22.04

ADD: 25% of Indirect OH Treated As Variable

3.13 4.71 5.18 5.70 6.27

Variable Cost of Goods Sold 4,575.1

7 5,339.6

4 6,102.1

7 6,485.0

3 6,487.2

6 B) Total Variable Cost 4,575.1

7 5,339.6

4 6,102.1

7 6,485.0

3 6,487.2

6

7.2.9. Manpower requirement

Particulars Y1 Y2 Y3 Y4 Y5 Y6 Y7

i) Accountant



No. of Accountant 1.00 1.00 1.00 1.00 1.00 1.00 1.00

Salary per Operator per Month 8,000.00 8,800.00 9,680.00 10,648.00 11,712.80

12,884.08

14,172.49

No. of Months 12.00 12.00 12.00 12.00 12.00 12.00 12.00

Sub Total (i) 0.96 1.06 1.16 1.28 1.41 1.55 1.70

ii) Admin Staff

No. of Assistants 1.00 1.00 1.00 1.00 1.00 1.00 1.00

Salary per Month 5,500.00 6,050.00 6,655.00 7,320.50 8,052.55 8,857.8

1 9,743.5

9

No. of Months 6.00 12.00 12.00 12.00 12.00 12.00 12.00

Sub Total (ii) 0.33 0.73 0.80 0.88 0.97 1.06 1.17

iii) Sales Executive

No. of Driver 1.00 1.00 1.00 1.00 1.00 1.00 1.00

Salary per Driver per Month 4,500.00 4,950.00 5,445.00 5,989.50 6,588.45

7,247.30

7,972.02

No. of Months 6.00 12.00 12.00 12.00 12.00 12.00 12.00

Sub Total (iii) 0.27 0.59 0.65 0.72 0.79 0.87 0.96

iv) Security No. of Field Staff 1.00 1.00 1.00 1.00 1.00 1.00 1.00

Salary per Field Staff per Month 4,000.00 4,400.00 4,840.00 5,324.00 5,856.40

6,442.04

7,086.24

No. of Months 6.00 12.00 12.00 12.00 12.00 12.00 12.00

Sub Total (iv) 0.24 0.53 0.58 0.64 0.70 0.77 0.85

TOTAL (i+ii+iii+iv)

1.80

2.90

3.19

3.51

3.87

4.25

4.68

7.2.10. Revenue Schedule\

Particulars Y1 Y2 Y3 Y4 Y5 Y6 Y7

MAIN PRODUCTS

Pigeon Peas Split/Tur Dal 4,077.0

0 4,757.0

0 5,436.0

0 5,776.0

0 5,776.0

0 5,776.0

0 5,776.0

0

Production (In MT)

Less: Closing Stock( In M.T.) 204.00 238.00 272.00 289.00 289.00 289.00 289.00

Add: Opening Stock( In M.T.) - 204.00 238.00 272.00 289.00 289.00 289.00

Qty. Sold In M.T. 3,873.0

0 4,723.0

0 5,402.0

0 5,759.0

0 5,776.0

0 5,776.0

0 5,776.0

0

Amount (in Lacs) (A) 4,415.2

2 5,384.2

2 6,158.2

8 6,565.2

6 6,584.6

4 6,584.6

4 6,584.6

4



114,000.00 58000

BY- PRODUCT

Cattle Feed 1,296.0

0 1,512.0

0 1,728.0

0 1,836.0

0 1,836.0

0 1,836.0

0 1,836.0

0

Less: Closing Stock( In M.T.) 65.00 76.00 86.00 92.00 92.00 92.00 92.00

Add: Opening Stock( In M.T.) - 65.00 76.00 86.00 92.00 92.00 92.00

Qty. Sold In M.T. 1,231.0

0 1,501.0

0 1,718.0

0 1,830.0

0 1,836.0

0 1,836.0

0 1,836.0

0

Amount (in Lacs) (A) 233.89 285.19 326.42 347.70 348.84 348.84 348.84

Total Sales (in Lacs) 4,649.1

1 5,669.4

1 6,484.7

0 6,912.9

6 6,933.4

8 6,933.4

8 6,933.4

8

7.2.11. Depreciation

Particulars Land Technical & Non Tech Civil Work Plant & Total

Factory Non-Fact Machinery Rs.

Building Building (Incl Factory Shed)

Rate of Depreciation 0% 10% 5% 10%

Opening WDV - 50.00 30.00 100.00 180.00

Total - 50.00 30.00 100.00 180.00

Dep. For 1st Year - 5.00 1.50 10.00 16.50

W.D.V. as on II Year - 45.00 28.50 90.00 163.50

Dep. For 2st Year - 4.50 1.43 9.00 14.93

W.D.V. as on III Year - 40.50 27.08 81.00 148.58

- 40.50 27.08 81.00 148.58

Dep. For 3rd Year - 4.05 1.35 8.10 13.50

W.D.V. as on IV Year - 36.45 25.72 72.90 135.07

Dep. For 4th Year - 3.65 1.29 7.29 12.22

W.D.V. as on V Year - 32.81 24.44 65.61 122.85

Dep. For 5th Year - 3.28 1.22 6.56 11.06

W.D.V. as on VI Year - 29.52 23.21 59.05 111.79

Dep. For 6th Year - 2.95 1.16 5.90 10.02

W.D.V. as on VII Year - 26.57 22.05 53.14 101.77

Dep. For 7th Year - 2.66 1.10 5.31 9.07

W.D.V. as on VIII Year - 23.91 20.95 47.83 92.69

7.2.12. Revenue Schedule




MAIN PRODUCTS

Pigeon Peas Split/Toor Dal 4,077.00 4,757.00 5,436.00 5,776.00 5,776.00

Production (In MT)

Less: Closing Stock( In M.T.) 204.00 238.00 272.00 289.00 289.00

Add: Opening Stock( In M.T.) - 204.00 238.00 272.00 289.00

Qty. Sold In M.T. 3,873.00 4,723.00 5,402.00 5,759.00 5,776.00

Amount (in Lacs) (A) 4,415.22 5,384.22 6,158.28 6,565.26 6,584.64

BY- PRODUCT

Cattle Feed 1,296.00 1,512.00 1,728.00 1,836.00 1,836.00

Less: Closing Stock( In M.T.) 65.00 76.00 86.00 92.00 92.00

Add: Opening Stock( In M.T.) - 65.00 76.00 86.00 92.00

Qty. Sold In M.T. 1,231.00 1,501.00 1,718.00 1,830.00 1,836.00

Amount (in Lacs) (A) 233.89 285.19 326.42 347.70 348.84

Total Sales (in Lacs) 4,649.11 5,669.41 6,484.70 6,912.96 6,933.48

7.2.13. P & L Statement


Sales of Finished Goods 4,415.22 5,384.22 6,158.28 6,565.26 6,584.64

Sales of By-Product 233.89 285.19 326.42 347.70 348.84

Total Sales 4,649.11 5,669.41 6,484.70 6,912.96 6,933.48

Less:- Opening Stock of F.G. 0.00 232.56 271.32 310.08 329.46

Add:-Closing Stock of F. G. 232.56 271.32 310.08 329.46 329.46

Less:- Opening Stock of By-Product 0.00 12.35 14.44 16.34 17.48

Add:-Closing Stock of By-Product 12.35 14.44 16.34 17.48 17.48

4,894.02 5,710.26 6,525.36 6,933.48 6,933.48

Raw Material Purchased 4,989.60 5,367.60 6,123.60 6,463.80 6,426.00

Add:- Opening Stock of R.M 0.00 453.60 529.20 604.80 642.60

Less:-Closing Stock of R.M. 453.60 529.20 604.80 642.60 642.60

Cost of Material Consumed 4,536.00 5,292.00 6,048.00 6,426.00 6,426.00

Packing Cost 16.20 18.90 21.60 22.95 22.95



Wages 9.60 11.04 12.70 14.62 16.83

Power & Fuel 8.86 10.34 11.82 12.56 12.56

Oil Expenses 6.00 8.00 9.00 10.00 10.00

40.66 48.28 55.12 60.13 62.34

Operating Profit 317.36 369.98 422.24 447.35 445.14

Salary 1.80 2.90 3.19 3.51 3.87

Office & Administration Exp 2.10 2.31 2.54 2.80 3.07

Repair & Maintenance 0.00 3.50 3.85 4.24 4.66

Brokerage & Comm Exp 8.00 8.80 9.68 10.65 11.71

Other Indirect Exps 0.60 1.32 1.45 1.60 1.76

Profit before Intt & Dep 304.86 351.15 401.52 424.56 420.07

Interest on Term Loan 1.65 1.55 1.27 1.00 0.72

Interest on Working Capital Credit 42.00 42.00 42.00 42.00 42.00

Profit Before Depreciation 261.21 307.60 358.25 381.56 377.35

Depreciation 16.50 14.93 13.50 12.22 11.06

Profit Before Tax 244.71 292.67 344.75 369.34 366.29

Provision for Taxation 0.00 0.00 0.00 0.00 0.00

Profit after Tax 244.71 292.67 344.75 369.34 366.29

7.2.14. Cash flow statement


Net profit before Tax 288.36 336.22 388.02 412.34 409.01

with interest added back

but after deprecation

Increase in Current Liability 249.48 18.90 37.80 17.01 (1.89)

Increase in Working Capital Limit 400.00 - - - -

Increase in Partner's Capital 145.00 - - - -

Increase in Unsecured Loan 40.00 30.00 30.00 20.00 -



Increase in Secured Loan 15.00 - - - -

Deprecation 16.50 14.93 13.50 12.22 11.06

Total ( A) 1,154.34 400.05 469.32 461.57 418.18

APPLICATION OF FUND

Increase in Capital Exp. 140.00 - - - -

Increase in Current Asset. 807.12 165.91 135.57 68.33 0.53

Interest & Charges 43.65 43.55 43.27 43.00 42.72

Repayment of Bank Term Loan - 2.50 2.50 2.50 2.50

Total ( B ) 990.77 211.95 181.34 113.83 45.75

Opening Balance - 163.56 351.65 639.64 987.38

Add. : Net Surplus 163.56 188.09 287.98 347.74 372.43

Closing Balance 163.56 351.65 639.64 987.38 1,359.81

7.2.15. Balance Sheet


Partner's Capital 145.00 145.00 145.00 145.00 145.00

Add: Addition During the Year - - - - -

Total Capital 145.00 145.00 145.00 145.00 145.00

Reserves & Surplus

Opening Balance - 244.71 537.38 882.13 1,251.47

(Subsidy)

Add: Profit after tax 244.71 292.67 344.75 369.34 366.29

Total 244.71 537.38 882.13 1,251.47 1,617.76

Bank Term Loan 15.00 12.50 10.00 7.50 5.00

Unsecured Loan From Friends & Relatives 40.00 70.00 100.00 120.00 120.00

Sundary Creditors & Other Laib 249.48 268.38 306.18 323.19 321.30

Working Capital Finance 400.00 400.00 400.00 400.00 400.00

Total ( A ) 1,094.19 1,433.26 1,843.31 2,247.16 2,609.06



ASSETS

Fixed Assets

Gross Block 140.00 140.00 140.00 140.00 140.00

Less : Deprecation 16.50 31.43 44.93 57.15 68.21

Net Block 123.50 108.58 95.07 82.85 71.79

Current Assets

Sundry Debtor 120.96 147.51 168.72 179.87 180.40

Loans & Advances 0.00 25.00 25.00 25.00 25.00

Closing Stock

Closing Stock FG 232.56 271.32 310.08 329.46 329.46

Closing Stock RM 453.60 529.20 604.80 642.60 642.60

686.16 800.52 914.88 972.06 972.06

Cash & Bank Balance 163.56 351.65 639.64 987.38 1,359.81

Total ( B ) 1,094.19 1,433.26 1,843.31 2,247.16 2,609.06

7.2.16. Term loan Repayment Schedule

Quarter Loan amount Qly P.R Int Total Instl. Principal

1 15.00 - 0.41 0.41

2 15.00 - 0.41 0.41

3 15.00 - 0.41 0.41

4 15.00 - 0.41 0.41 0.00

5 15.00 0.63 0.41 1.04

6 14.38 0.63 0.40 1.02

7 13.75 0.63 0.38 1.00

8 13.13 0.63 0.36 0.99 2.50

9 12.50 0.63 0.34 0.97

10 11.88 0.63 0.33 0.95

11 11.25 0.63 0.31 0.93



12 10.63 0.63 0.29 0.92 2.50

13 10.00 0.63 0.28 0.90

14 9.38 0.63 0.26 0.88

15 8.75 0.63 0.24 0.87

16 8.13 0.63 0.22 0.85 2.50

17 7.50 0.63 0.21 0.83

18 6.88 0.63 0.19 0.81

19 6.25 0.63 0.17 0.80

20 5.63 0.63 0.15 0.78 2.50

21 5.00 0.63 0.14 0.76

22 4.38 0.63 0.12 0.75

23 3.75 0.63 0.10 0.73

24 3.13 0.63 0.09 0.71 2.50

25 2.50 0.63 0.07 0.69

26 1.88 0.63 0.05 0.68

27 1.25 0.63 0.03 0.66

28 0.63 0.63 0.02 0.64 2.50

TOTAL 0.00 15.00 6.81 21.81 15.00


Indicator Value

Internal Rate of Return 30%

Break Even (Average) 16.86%

Net Present Value positive

DSCR (Average) 3.62


RoE (Average) 186%

Project Payback Period 2 Years & 10 Months

Equity Payback Period 1 year 1 month

7.2.18. Conclusion Based on study of technology to be adopted in the project, project economics and high economic viability

indicators, it can be concluded that project is techno-economically viable and sustainable.



7.3. Project Profile 3: Large Scale Unit (Fully Automated)

7.3.1. Premises of Calculation- Suggested Model

(a) Details of Technical Civil Works/ Building Cost Sr. No Particulars Cost (In Rs. Lakh)

1 Land 90.00

2 Civil Work 202.25

(b) Plant & Machinery Breakup Sl. .No Particulars Total (in Lakh)

1 Plant and Machinery 276.73

2 Utilities 167.34

Total 444.07

Revenue & other Assumptions

1 Working Hours per day 8 hours

2 Plant Capacity /Day 7.5 TPD

3 No. of Working Days in a year 320

4 Power Requirement 280 KV

6 Insurance Exp Considered on Plant & Mach, Building 0.5% of Capex

7 Inflation assumed annually 5% annually

7. No. of days of Operations 320

8. Chana, Output per day @ 100% utilisation 7,500

9. Grade A ( 78%) 5,850

10. Other (21%) 1,575

11. Mooth, Output per day @ 100% utilisation 7,500

12. Grade A (73%) 5,475

13. Other (26%) 1,950

14. Moong,Output per day @ 100% utilization 7,500

15. Grade A (73%) 5,475

16. Other (26%) 1,950

17. Urad,Output per day @ 100% utilization 7,500

18. Grade A (69%) 5,175

19. Other (30%) 2,250

20.

Total Power Requirement of the Project (KV) at Maximum Capacity Utlization @ (200 KW/Hr)

4800

21. Growth Rate in Selling price 2%

22. Growth Rate in Expenses 5%

23. Increase in Transportation costs 5%

24. Rate/Unit of Electricity 10.00



25. Consumables ( .35 Paise per kg) 0.35

26. Packaging Bag ( 50 kg) 50

7.3.2. Project Cost

The Total Project Cost is Rs. 809.99 Lakhs

It is assumed that upon considering the requirement by way of buildings and other civil works, installation of machinery and provision for stocking material, it is perceived that a suitable plot of land will be leased by entrepreneur.

Preliminary expenses are envisaged in terms of legal & administrative expenses, registration, detailed civil engineering drawings, telephone, stationery, etc. Pre-operative expenses include establishment costs, travel, and overheads during construction period including salaries. These are pegged at Rs. 17, 00, 000.

The Total Working Capital requirement during the first year of operation is estimated at Rs. 144.46 Lakhs with margin money requirement of Rs. 38.52 Lakhs. Calculations of same are presented in section 7.2.12.


Capital Structure (in Rs. Lakh)

Grant-in-aid 198.65 24.53%

Equity 387.34 47.82%

Debt 224.00 27.65%

Total 809.99 100%

It is assumed that Rs. 224.00 Lakhs will be sought as Term Loan from Bank.

7.3.4. Product Schedule Particulars Y1 Y2 Y3 Y4 Y5

Dall Mill Capacity (MT/Day) 7.5 7.5 7.5 7.5 7.5

Working Days in Year 320 320 320 320 320 Annual Chickpea Split and Broken Requirement @ 100% CU 2400

2400 2400 2400 2400

Capacity Utilization Chana 45% 52% 59% 66% 73%

Mooth 45% 52% 59% 66% 73%

Moong 45% 52% 59% 66% 73%

Urad 45% 52% 59% 66% 73%

Sr. No. Particulars Cost (In Rs. Lakh)

1 Capital Expenditure 736.32

2 Prelim. & Pre-operative Exp. 17.00

3 Contingencies 12.93

4 Interest During Construction 5.23

5 Margin Money For Working Capital 38.52

Total Project Cost (A+5+6+7+8) 809.99



7.3.5. Purchase Schedule

Product Capacity (in Kg

per day) Average Input Cost

(per Kg) Average Selling Price (per Kg)

Chana 7,500 58

Grade A ( 78%) 5,850 78

Other (21%) 1,575 20

Moth 7,500 45

Grade A (73%) 5,475 64

Other (26%) 1,950 15

Moong 7,500 45

Grade A (73%) 5,475 68

Other (26%) 1,950 20

Urad 7,500 45

Grade A (69%) 5,175 72

Other (30%) 2,250 20

Maximum Capacity Utilisation 90%

Capacity Utilisation First Year 30%

Holding Periods in days

Raw Material 20

WIP 0

Finished Goods 8

Debtors 30

Creditors for Raw Material 25

Creditors for Expenses 25

7.3.6. Power Requirement The total requirement of the plant (including admin building power req.) is 280 KVA.

7.3.7. Manpower Requirement

Designation Nos Salary/Month

(Rs) Total Amt Per

Annum

Salaries Rs Lakh

Managing Director 1 300,000 36

Factory Manager 1 60,000 7.20

Accounts Manager 1 60,000 7.20

Product Development Manager 1 60,000 7.20

Human Resource & Compliance Manager 40000 0.00

Marketing and Sales Manager 1 60000 7.20

Sales Staff 2 30000 7.20

Computer staff-Stores, Billing, Securities, Account Etc.

1 20000 2.40

Grand Total- A 8 74.40



II. Administrative Cost Administrative Cost

Particulars Amount Per Month Annual Cost

Marketing expenses 30000 18

House Keeping expenses 25000 2.4

Travelling Expenses 30000 2.4

Other office consumables, Stationery etc. 40000 3.6

Total 26.4

7.3.8. Depreciation Schedule

I. Depreciation Schedule

A. Straight-Line-Depreciation

Year

Commercial Operations

Particulars Y0 Y1 Y2 Y3 Y4 Y5

A.1

Building and civil works

Opening Balance - 202 189 175 162 148

Add: New Purchases 202 - - - - -

Less Depr. 13.5 13.5 13.5 13.5 13.5

Closing Balance 202 189 175 162 148 135

A.2

Machinery and Equipment

Opening Balance - 444 414 385 355 326


Less Depr. 29.6 29.6 29.6 29.6 29.6

Closing Balance 444 414 385 355 326 296

B. Written-Down-Value

Particulars FY18 FY1

9 FY2

0 FY2

1 FY2

2 FY2

3

B.1 Building and civil works

Opening Balance 182 164 147 133 119


Less Depr. 20 18 16 15 13 12

Closing Balance 182 164 147 133 119 107

B.2 Machinery and Equipment




Add: New Purchases 444.07 - - - - -

Less Depr. 67 57 48 41 35 30

Closing Balance 377 321 273 232 197 167



7.3.9. TL Repayment Schedule

Assumptions

Term Loan 224.00

Annual Interest Rate 8.75%

Construction period in months 6

Door to Door tenor of loan in years 5

Principal Moratorium Period (in months)

9

No. of Payments in a year 12

Total No. of Instalments/Payment Periods

51

Periodic Principal Repayment 4.39

FY Counte

r Months

(FY wise)

Loan Instalmen

t Received

Opening Outstanding Balance

Loan Repaymen

t Instalmen

t

Principal Repaymen

t

Interest

Closing

Balance

FY0

1 7th Month 37.15 37.15 - - 0.27 37.15

2 8th Month 31.76 68.91 - - 0.50 68.91

3 9th Month 28.93 97.83 - - 0.71 97.83

4 10th Month

34.32 132.16 - - 0.96 132.16

5 11th Month

24.73 156.89 - - 1.14 156.89

6 12th Month

67.11 224.00 - - 1.63 224.00

FY1

7 224.00 1.63 - 1.63 224.00

8 224.00 1.63 - 1.63 224.00

9 224.00 1.63 - 1.63 224.00

10 224.00 1.63 - 1.63 224.00

11 224.00 1.63 - 1.63 224.00

12 224.00 1.63 - 1.63 224.00

13 224.00 1.63 - 1.63 224.00



14 224.00 1.63 - 1.63 224.00

15 224.00 1.63 - 1.63 224.00

16 224.00 6.03 4.39 1.63 219.61

17 219.61 5.99 4.39 1.60 215.22

18 215.22 5.96 4.39 1.57 210.82

FY2

19 210.82 5.93 4.39 1.54 206.43

20 206.43 5.90 4.39 1.51 202.04

21 202.04 5.87 4.39 1.47 197.65

22 197.65 5.83 4.39 1.44 193.25

23 193.25 5.80 4.39 1.41 188.86

24 188.86 5.77 4.39 1.38 184.47

25 184.47 5.74 4.39 1.35 180.08

26 180.08 5.71 4.39 1.31 175.69

27 175.69 5.67 4.39 1.28 171.29

28 171.29 5.64 4.39 1.25 166.90

29 166.90 5.61 4.39 1.22 162.51

30 162.51 5.58 4.39 1.18 158.12

FY3

31 158.12 5.55 4.39 1.15 153.73

32 153.73 5.51 4.39 1.12 149.33

33 149.33 5.48 4.39 1.09 144.94

34 144.94 5.45 4.39 1.06 140.55

35 140.55 5.42 4.39 1.02 136.16

36 136.16 5.38 4.39 0.99 131.76

37 131.76 5.35 4.39 0.96 127.37

38 127.37 5.32 4.39 0.93 122.98

39 122.98 5.29 4.39 0.90 118.59

40 118.59 5.26 4.39 0.86 114.20

41 114.20 5.22 4.39 0.83 109.80

42 109.80 5.19 4.39 0.80 105.41

FY4

43 105.41 5.16 4.39 0.77 101.02

44 101.02 5.13 4.39 0.74 96.63

45 96.63 5.10 4.39 0.70 92.24

46 92.24 5.06 4.39 0.67 87.84

47 87.84 5.03 4.39 0.64 83.45



48 83.45 5.00 4.39 0.61 79.06

49 79.06 4.97 4.39 0.58 74.67

50 74.67 4.94 4.39 0.54 70.27

51 70.27 4.90 4.39 0.51 65.88

52 65.88 4.87 4.39 0.48 61.49

53 61.49 4.84 4.39 0.45 57.10

54 57.10 4.81 4.39 0.42 52.71

FY5

55 52.71 4.78 4.39 0.38 48.31

56 48.31 4.74 4.39 0.35 43.92

57 43.92 4.71 4.39 0.32 39.53

58 39.53 4.68 4.39 0.29 35.14

59 35.14 4.65 4.39 0.26 30.75

60 30.75 4.62 4.39 0.22 26.35

61 26.35 4.58 4.39 0.19 21.96

62 21.96 4.55 4.39 0.16 17.57

63 17.57 4.52 4.39 0.13 13.18

64 13.18 4.49 4.39 0.10 8.78

65 8.78 4.46 4.39 0.06 4.39

66 4.39 4.42 4.39 0.03 (0.00)



7.3.10. Projected Working Capital Requirement

Working Capital Margin 25%

Interest Rate 10.00

% per annum

Year Y1 Y2 Y3 Y4 Y5

Opex 2,270.52

2,630.28

3,019.47

3,440.14

3,894.50

Inventories of Raw Material (Rs. Lakh) 133.85 157.96 183.04 209.15 236.31

Inventories of finished goods (Rs. Lakh)

53.54 63.18 73.22 83.66 94.52

Debtors (Rs. Lakh) 200.77 236.94 274.57 313.72 354.46

Less: Creditors for Raw Material (Rs. Lakh)

233.71 273.69 315.98 360.72 408.04

Less: Creditors for Expenses (Rs. Lakh)

0.37 0.45 0.53 0.63 0.73

Working Capital Gap (Rs. Lakh) 154.08 183.94 214.32 245.18 276.52

Working Capital Margin (Rs. Lakh) 38.52 45.98 53.58 61.30 69.13

Working Capital Required (Rs. Lakh) 115.56 137.95 160.74 183.89 207.39

Interest on working capital loan (Rs. Lakh)

11.56 13.80 16.07 18.39 20.74

Change in Working Capital 154.08 29.86 30.38 30.87 31.33

7.3.11. Projected Balance Sheet

TOTAL LIABILITIES Y0 Y1 Y2 Y3 Y4 Y5

A) Shareholder's Funds

Equity Capital 180 180 180 180 180 180

Retained Earnings - 42 136 275 450 653

Sub-Total 180 222 316 455 630 833

B) Grant from MoFPI 99 199 199 199 199 199

C) Debt

Long Term Loans

Term Loan - Outstanding 211 158 105 53 (0)

Sub-Total 211 158 105 53 (0) -

Unsecured Loan 207 207 207 207 207 207

Current Liabilities

Short Term Working Capital loan from Promoter 62 - - - - -

Short term maturity of Term Loan 13 53 53 53 53

Creditors 234 274 317 361 409

Working capital loan 116 138 161 184 207

Total Current Liabilities 13 402 465 530 598 616

TOTAL LIABILITIES 773 1,189 1,292 1,443 1,634 1,855

TOTAL ASSETS

Land Premium Paid 90 90 90 90 90 90

Fixed Assets

Opening Block (Civil + P&M) 646 603 560 517 474

Purchases 646 - - - - -

Less: Depreciation 43 43 43 43 43

Sub-Total 646 603 560 517 474 431

Current Assets

Net Debtors 201 237 275 314 354

Inventory 134 158 183 209 236



Cash & Bank Balance 1 133 226 365 540 744

Sub-Total 1 468 621 822 1,063 1,334

Amortisation Expenses

Opening Block - 35 28 21 14 7

Add: Expenses Incurred 35 - - - - -

Less: Adjustments during the year - 7 7 7 7 7

Sub-Total 35 28 21 14 7 -

TOTAL ASSETS 773 1,189 1,292 1,443 1,634 1,855

7.3.12. Projected Profit and Loss Statement

Year Y1 Y2 Y3 Y4 Y5

Chana, Output per day @ 100% utilisation

Grade A ( 78%) 657 774 896 1,023 1,154

Other (21%) 45 57 70 86 103

Mooth, Output per day @ 100% utilisation

Grade A (73%) 505 595 688 785 886

Other (26%) 42 50 57 66 74

Moong, Output per day @ 100% utilization

Grade A (73%) 536 632 731 834 941

Other (26%) 56 66 77 87 99

Urad, Output per day @ 100% utilization

Grade A (69%) 537 632 732 835 942

Other (30%) 65 76 88 101 114

Sub-Total 2,443 2,883 3,341 3,817 4,313

Total Income (Rs.Lakh) 2,443 2,883 3,341 3,817 4,313

Power Expense 69 80 91 101 112

Raw Material Expense - Chana 486 510 536 563 591

Raw Material Expense- Mooth 486 590 703 825 958

Raw Material Expense - Moong 486 590 703 825 958

Raw Material Expense - Urad 486 590 703 825 958

Transportation Expense 5 7 8 9 11

Packaging 43 45 47 50 52

Water - - - - -

Maintenace expenses 7 7 7 8 8

Manpower Expense 79 83 87 92 96

Sub-Total 2,147 2,501 2,884 3,298 3,745

Admin & Selling Overheads 26 27 28 29 30

Salaries 74 78 82 86 90

Lease Rentals 23 24 26 28 30

Sub-Total 123 129 136 143 150

Total Expense (Rs.Lakh) 2,271 2,630 3,019 3,440 3,895

EBITDA 172 252 321 377 418

Civil 13 13 13 13 13

P&M 30 30 30 30 30

Others (Amortization) 7 7 7 7 7

Sub-Total 50 50 50 50 50

EBIT 122 202 271 327 368



20 16 12 7 2

Term Loan interest 20 16 12 7 2

Interest on Working Capital 12 14 16 18 21

Interest on Unsecured Loan 20.73 20.73 20.73 20.73 20.73

PBT 70 151 222 280 324

Income Tax 28 58 84 105 121

Net Profit (Rs. Lakh) 42 94 139 175 203

7.3.13. Projected Cash Flow Statement

PARTICULARS Y0 Y1 Y2 Y3 Y4 Y5

A. SOURCES OF FUNDS

Profit After Tax (PAT) - 42 94 139 175 203

Increase in Equity 180 - - - - -

Increase in Grant 99 99 - - - -

Increase in Term Loan 224 - - - -

Increase in Unsecured Loan 207 - - - - -

Increase in Creditor 234 40 42 45 47

Increase in Working Capital Loans 116 22 23 23 24

Prel. Expenses & Contingencies W/off 7 7 7 7 7

Short Term Working Capital loan from Promoter 62 (62)

Depreciation - 43 43 43 43 43

Total A 773 480 206 254 293 324

B. DISPOSITION OF FUNDS

Land Lease Premium Paid 90 - - - - -

Capital Expenditure 646 - - - - -

Repayment of Term Loan 13 53 53 53 53

Increase in inventory 134 24 25 26 27

Increase in Debtors 201 36 38 39 41

Increase in Ammortisation Expenses 35

Cash Dividends - - - - -

Total B 771 348 113 115 118 121

Surplus A-B 1 132 93 139 176 203


Closing balance (Rs. Lakh) 1 133 226 365 540 744


Indicator Value

Internal Rate of Return 31%

Break Even (Average) 10%

Net Present Value Positive above Project Cost

DSCR (Average) 3.42


RoE (Average) 30.38%

Project Payback Period 4 Years 2 Months

Equity Payback Period 2 Years

7.3.15. Conclusion Based on study of technology to be adopted in the project, project economics and high economic viability indicators, it can be concluded that project is techno-economically viable and sustainable.



Chapter 8: Method of technology dissemination and adoption

Method of dissemination of suggested technology and models

RACP-ABPF shall undertake mix of some or several initiatives to disseminate the suggested technologies and models, which may broadly include:

Workshops for prospective entrepreneurs/groups, existing industry owners and BoDs of

FPCs

Facilitate technology benchmarking exposure visits within and outside state for prospective

entrepreneurs/groups, existing industry owners and BoDs of FPCs

Seminars and Workshops in association with Industry Associations, Technical Institutes and

R&D Institutions

Technology Meets and Tie-ups with Technology Suppliers, Technical Institutes and subject

experts

Facilitate through consultancy and business development services

Dissemination of success stories of units facilitated by ABPF through appropriate media

Dissemination through web portals and mobile applications

Scale of adoption in the clusters and state, through ABPF support

The models and business plans suggested in this report are broadly generic in nature, however involve:

technology profile

civil works requirement

raw material sourcing and logistic costs for sourcing raw material

capacity utilization for different scenarios

realistic assessment of investment and working capital needs

possible sources of funding

financial analysis

The suggested models and business plans are for optimal capacities which can be fine-tuned to the scale, investment, technology needs of the entrepreneur. ABPF will further guide entrepreneurs on statutory clearances needed for operating the business, required licenses, ways of leveraging various government schemes/subsidies and several other aspects for effective technology adoption. In order to increase the scale and potential adoption, ABPF shall pursue some or mix of several initiatives, which may broadly include:



Investor road shows: ABPF will organize road shows which will comprise of meets aimed

at disseminating information regarding opportunities to invest in the state, targeting potential

investors both within & outside the state.

B2B Meets: ABPF will hold Business to Business Meetings to forging partnerships amongst

entrepreneurs with complimentary offerings.

Establishing Mentor Network: ABPF will also prepare a list of well-established

entrepreneurs/ subject matter experts who could mentor the emerging entrepreneurs-

advising them on technical and commercial aspects of running a business.

Mentor-Mentee Workshops: ABPF will hold a series of workshop wherein the potential

entrepreneurs and their mentors would interact and exchange ideas on establishing,

developing and running new businesses. Based on the interest and seriousness of the

entrepreneur, ABPF will also facilitate one on one discussion with the mentors. ABPF will

also invite commercial banks to these workshops and investor meets, so as to establish a

rapport between the entrepreneur and the banks. By building a good working relationship

with the banks over a period of time, ABPF will be able to recommend viable business

projects for accessing commercial credit from these banks.

Facilitating Access to Finance: ABPF will guide and facilitate entrepreneurs to explore

possible sources of funding including ways of leveraging various government

schemes/subsidies. ABPF will facilitate one on one dedicated meetings between

entrepreneurs and commercial banks in order to facilitate access to finance (both investment

as well as working capital).

Creating a robust Knowledge Base: ABPF will prepare an operational knowledge base that

could be used by an entrepreneur throughout the life cycle of the enterprise. The knowledge

base would comprise of fundamentals of business management including objectives,

operations management, organizational behavior, human resources management, structure of

the organization, products and markets, operations finance including major expenditures,

sources of financing across the stages of the life cycle of the enterprise (from start up to

mature business and expansion). Knowledge base would also cover fundamentals of

accounting, sales, marketing, promotion, branding, distribution, logistics, human resource

management etc. ABPF will also establish a business performance tracking system of the

enterprises supported by ABPF.

Review of Business Plans for funding through RACP: ABPF will review the business

plans and provide its recommendations on applications.



References

Forging a new future for pulses - By Hakan Bahceci, CEO, Hakan Agr DMCC

Dal processing -Time to look beyond borders? - By Dr. Bharat Kulkarni, Director, Stalwart Management Consultancy Services

Pulse Fractions: Protein, Fiber, Starch Food Applications – By Tanya Der, Manager of Food Innovation & Marketing, Pulse Canada

Perspective on the Global Pulse Sector- By Huseyin Arslan, Executive Chairman, AGT Foods

Factors Influencing The Demand For Chickpea In India: Implications For Marketing And Promotion In The Indian Chickpea Market - By Frank W Agbola, Martin J M Bent, Tim G Kelley and P Parthasarathy Rao

Pulse Processing, Functionality and Application- By Heather Maskus, M.Sc. (Food Science), Winnipeg, Manitoba

Consumer Trends-Pulses in India - By Agriculture and Agri-Food Canada

Latest Technologies in Cleaning, Grading & Handling of all kinds of Seeds, Pulses, Spices, Fruit &Vegetable Produce - By Ajay Tomar, Gautam Bisawas, Aseem Singhania- Osaw Agro Industries Pvt. Ltd., Ambala Cantt, Haryana

https://consumeraffairs.nic.in/consumer/WriteReadData/Besan.pdf

Optimised Pulses, Grains & Oilseed Processing Solution - By Surojit Basu, Buhler India Pvt. Ltd.

Feeding Nine Billion People in a Sustainable Way – The Buhler Magazine/#174/November 2016

On the highway to success - The Buhler Magazine

Pulse Processing for End Use Application – By Ashok Sarkar, Senior Advisor, Technology CIGI, Canada

Grain Processing Technology – By Cimbria Unigrain

Guide to investing in agriculture and allied sector- Department of Agriculture, Govt. of Rajasthan

Market Analysis: Consumer-Ready Pulse Products - Saskatchewan Agriculture and Food

Pulse Milling Technologies- By Jennifer A. Wood and Linda Malcolmson

Post-Harvest Management of Pulses - By Rajiv Ratan Lal Prasoon Verma

Pulses Handbook 2015 – By CommodityIndia.com

CIGI Pulse Dal Milling and Utilization: Project Glossary of Milling Terminology

http://www.commoditiescontrol.com/eagritrader/common/newsdetail.php?type=SPR&itemid=8204&cid1=,2,&varietyid=,33

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