Industrial Project

BUDGETARY CONTROL AT KS&DL
INTRODUCTION TO FINANCE
Finance is treated as blood of an enterprise. Finance is required to start a Business , to purchase raw materials ,to pay bills, any wages and for every activity of a business enterprise. The term finance was interrupted to mean the procurement of funds by corporate enterprises to meet the financing needs . The term procurement were used in a bread sense include the whole gamut of raising the funds externally.
Meaning of finance:
Finance is one of the major elements, which activates the overall growth of the economy.finance is the lifeblood of activity . A well-knit financial system directly contributes to the growth of the economy .An efficient financial system calls for the effective performance of financial institutions, financial instruments and financial market.
Importance of finance:
Ensure that there are adequate funds available to acquire the resources needed to help the organization to achieve its objective. Ensure costs are controlled. Ensure adequate cash flow. Establish and control profitability levels. One of the major roles of the finance departments is to identify appropriate financial information prior to communicating this information to manager and decision makers in order that they may make informed judgment and decision. Finance also prepares financial documents and final accounts for manager to use and for reporting purposes (AGM ect..)
Meaning of management:
In the present day industrial world, management has become universal. The principals of management are being applied not only for managing concerns , but also to manage various other service sector institution like hospitals, educational institution, ect. It is in this context both finance and management function gained substantial significance in the industry.
Meaning of financial management

Financial management is the specialized function directly associated with the top management.the significance of this function is not only seen in the line but also in the capacity of staff in the overall administrations of a company. It has been defined differently experts in the field. Some of the important definitions are :
SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA Page 1

The financial management is the operational activity of a business that is responsible for obtaining and effectively utilizing the funds necessary for efficient operation By Joseph and Massie Financial management is an area of financial decision making harmonizing individual motives and enterprise goals By Weston and Brigham
Financial function:
Finance function is the task providing the funds required by an enterprise on the terms most favorable to it in the light of the objective of the business. this long- held concept has the most suitable way and on the best possible terms, are the central parts of the finance supplies with enough funds to accomplish its objective. Finance presents itself in board spectrum of activites there are number of basic function underlying finance. It is an essential, and at same time a very distinct segment of the overall managerial function. It is a life blood of any business. Finance must also be used judiciously.
Finance function includes:

Investment or long term assets mix decision. Financing or capital mix decision. Dividend or profit allocation decision. Liquidity or short term assets mix decision.
It is usual practice that an investor refers the financial statement of different companies before invests his money and even creditors before granting loan. This is so because the financial statement contains financial data, which of great importance to the investors, creditors and management of the company.
Through the financial statements contains a large number of accosting or financial figures, they do not convey much information but merely provides some information. Financial statement can be made to tell the story of the financial position of a firm, which can be easily understood by an ordinary man by means of analysis and interpretation of financial statements. For example balance sheet shows a good amount of current assets and that too if the bank balance is more, one may come to the conclusion that firms liquidity position is good but the actual liquidity position can be ascertained, when it is compared wiyh it is compared with the current liabilities to be discharged.

For the better understanding of financial statements the analysis and interpretation of financial statements is necessary, because it gives more clear and real picture of financial position to any firm.
INTRODUCTION TO TOPIC:
There have been continuous and revolutionary changes in the industrial society. These have been creating a number of problem to the business enterprises. A budget is plan relating to a period of time, expressed in quantitative terms. It is therefore companies to plan and work properly which is possible by proper anticipation techniques like budgeting and the constructive competition to unhealthy and destructive type of competition. Budgetary planning and control is an effective management tool for planning co-ordination and controlling the various business activities. As a planning device, it guides executives to anticipate the influence an impact of given set of events on the firms business and its resources. It is back bone of the cost control system in the business world a budget is expression of the expected incomes and expenditure for a definite future period. It is predetermined detailed plan of action develop and distributed as a guide to current operations and as a partial basis for the subsequent evaluation of performance
Budgeting is the process of determining various figures for the future period and then comparing the budgeted figures with the actual performance for calculating a means budgetary control is the end results.
1.1Meaning of budget:
A budget is a comprehensive and co-ordinate plan expressed in financial terms for the operations and resources of an enterprises for some specific period in the future.
Definition of budget:According to ICMA s has defined a budget as financial and quantitative stamen, prepared to a prior or a defined period of time, of the policy to be pursued during that period for the purpose of attaining the given objective

Essential feature of budget:Based budget is a comprehensive plan of action for a specific period of time. It is a on a future plan of activities. It may be expressed in monetary units or in physical units or in both. Budget is plan for operation and resources of the company.
Meaning of budgeting:1.2 Budgeting is the whole process of designing implementing and operating budgets the main emphases is in this is short term budgeting process involving the provisions of resources to supply plans, which are being implemented.
Definition of budgeting:According to William j vats budgeting is a kind of future tense according in which the problems of future are met on paper before the transactions actually occur however both budget and budgeting are some that budgeting is the principal tool of planning and controlled offered to management by accounting function.
Different between budget budgeting:Budgets are plans of operations for some specific period, where as budgeting is the act of building budgets.
Objectives of budgeting:a) To encourage self study in all aspects of a companys operation. b) To get are members of management to put their heads basic question of flow how the business should be run them of co-ordinate team operating. In union towards clear defined objectives. c) To disclosure areas of potential improvement in the companys operation. d) To force he definition and crystallization of company polices and aims. e) To increase the effectiveness with which people and capital are employed.
Essentials of budgeting:A successful and sound budgeting system is based upon curtain performance. These represent management attitude and efficient applications of the budgeting systems.
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The following are the some important essential or fundamental of a successful budgeting. 1. 2. 3. 4. 5. 6. 7. 8. Top management support. Clear and realistic goals Full participation. Creation and responsibility centers. Budget education Flexibility Assignment of authority and responsibility Adopting of the accounting system
1.3 budgeting control:Budgeting control is the process of determining various budgeting figures for the enterprises for the enterprises for the future period and then comparing the budgeted figures with the actual performance for calculating variances if any. A budget is a means and budgetary controle is the end result. Budgetary control therefore refer to a process of finding out what is being done and comparing actual with results with the corresponding budgeted data in most all the large companies budgetary control is a part of corporate planning system.
1.4 Objectives of budgetary control

Budgeting system is vital success of business concern with out fully co- ordinate budgeting system. Budgeting is need in organization of perform the following function. Its main objective are. o o o o o Planning Delegation of authority and responsibility Communication Control Performance evaluation
Planning:One of the important objectives of budgetary control is to have completed of action for a specific future period. The first step in planning is defining a company s broad aims and objectivities. Almost all business activities require some planning to secure efficient and maximum use of scarce resources. The budget is a detailed schedule of the proposed combination of work, delegation of authority and responsibility.
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Another important objective of budgetary control is the delegation of authority and responsibility at different levels of organization to secure to possible results.
Communication:A budget is a communication device, used to communicate between the different levels of organization. The approved to all management adequate understanding and knowledge of programed.
Co-ordination:Another important objective of budgetary control is to co- ordinate various activity of the business like production , sales etc. so as co-ordination of all concerned for the successful attainment of the common goal co- ordination is managerial function.
Control:It is to control function by comparing the actual performance and taking corrective steps . it is necessary to ensure that plans and objective as laid down in the budget are being achieved. After budget of different departments have been reviewed and approved by their targets that sets desirable limits on spending.
Performance evaluation:A budget provide a useful means of informing managers how well they are performing in meeting target they have previously helped to set. In many companies there is practice of rewarding employees on the basis of their achieving the budget target or promotion of a manager may be linked to his budget achievement record.
1.5ADVANTAGES OF BUDGETARY CONTROL

The budgetary control system helps in fixing the goals for the organization as whole and efforts are made for its achievement. Some of the advantage of budgetary control are.
Tools for measuring performance:Page 6

Budgetary control provides a tool for a measuring managerial performance by providing targets to various departments. The budgeted targets are compared to actual results and deviation are determined.
Maximization of profit:A budgetary control aims at maximization of the enterprise to achieve. This aim a proper planning, co-ordination , control over capital and revenue expenditure and best possible use of resources is necessary.
Specific aims:The top management decides the plans, polices and goal, each department to achieve common goals of organization puts efforts,
Economy:The planning of expenditure will be systematic and there will be economy in spending. The finance will be put to optimum use.
Determining weakness ;The deviation in budgeted and actual performance will be enabling the determination of weakness. Effort are concentrated on those aspects where performance is less than stipulated .
Consciousness:Budgetary control created budget consciousness among the employees by fixing target for the employees they are made conscious of their responsibility.
Reduces cost:By applying budgetary control business persons tries to reduce the cost of production for increasing sales.
Corrective action:-
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The management will be able to take corrective measures whenever there is a discrepancy in performance. The deviation will be regularly so is that necessary action is taken at the earliest.
1.6 LIMITATIONS OF BUDGETARY CONTROL:

The following are the limitation of budgetary control. They are Uncertain future:Budget is the estimation made for the future the prediction may not always come true. The future is always uncertain and change in future condition upsets the budgets, which reduces the utility of budgetary control system.
Budgetary revisions required:The future is always uncertain assumption may not prevail necessitation the revision of budgetary targets which reduces the value of budgets.
Discourages efficient persons:Under budgetary control, system the targets will be given to each person even through the person is capable of exceeding the targets he will feel contented by reaching the targets. Conflicts among different departments budgetary control may lead to conflict among functional departments. Every departments head worries for his departments goals only.
Depends upon support of top management:Budgetary control system depends upon the support the top management . the management should be enthusiastic for the success of this control.
Disputes over resource allocation. Departments blaming each other if targets are not attained. Preparation and operation of budgeting programme in expensive.
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BUDGETARY PROCESSES:
The methods by which annual budget is prepared will differ from organization to organization. In some organization, budgeting may be a well- organized, well-documented procedure. While others they budgeting may be prepared in disorganization manner.
INSTALLING A BUDGETARY CONTROL SYSTEM:

Having understood the meaning and significance of budgetary control in an organization, it will be useful for you to know how a budgetary control system can be installed in organization. This requires, first finding answer to the following question in the context of an organization . What is likely to happen? What are the objectives to be achieved? What is constraints and to what extent their effects can be minimized? Having found answer to the above question , the following steps may be taken for installing an effective system of budgetary control in an organization
BUDGET CONTROL Although the chief executive is finally responsible for budget programmed, it is better if a large part of supervisory responsibility is delegated to an official designated as budget controller or budget director. Such a person should have knowledge of the technical details of the business and should report directly to the president or the chief executive of the organisation. Fixation of Budgeting Period Budget period mean the period for which a budget is prepared and employed, the budget period depends upon the nature of the business and the control techniques. For example, a seasonal industry will budget for each season while an industry requiring long periods to complete work will budget for four, five or even more number of years. However, it is necessary of control purpose to prepare budgets both for long as well as short periods. Budget procedures having established the budget organisation and fixed the budget period, the actual work or budgetary control can be taken upon the following pattern.
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1.8 STEPS ON BUDGETARY CONTROL
Organization of budgeting. Budget manual theory. A document which sets out, interlays, the responsibilities of the persons engaged in the outline of and records required for budgetary control. The budget manual is a written document or booklet that specifies the objectives of Budgeting organisation and procedure. Laying down the objectives to be achieved by the enterprises Investigation into the deviations to establish the causes for the deviations.
1.9 Essentials of Budgetary Control

Budget Centers. In a similar way, it is the way, in which the financial year is divided up into budget centers .A budget center is one part of an organization for which budgets are prepared. That is, a budget center, like cost or profit center is a section of an organization [ Division, Department ,Building, Individual ] for which a separate budget is prepared.
Budget Manual It is a document which spells out the duties and also the responsibility of the various concerned with the budget.
Determination of Budget Period Budget period for which the is prepared .A budget can be a LONGTERM,SHORT TERM BADGET. A short budget is generally prepared for one year or lesser period quarterly, monthly or even weekly budget can be prepared for certain operations of the company. The short term budget will generally not exceed for full financial year. A long term forecast of sales, organizational schemes for expansion, modernization, diversification etc. The long term budgets are used for planning or control purpose.
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Inter relationship of budgets. One of the key reasons why management, accounts and planners are using spread sheets more and more for budgeting processes is because of the many inter relationships that exit in budgeting and budgetary control. If we are preparing budgets for our organization we will quickly find that the sales budget has strong links with the cash budgets. When, the sales budget is changed the stock and cash budgets with also have to change. The more complex the organisation and the more complex the processes within the organisation, the greater the number and Varity of inter relationship that any budget for the organization is bound to contain.
1.10 BUDGETING SYSTEM IN K.S&D.L

The budget is one of the important techniques of cost control. A budget is prepared to have effective utilization of funds and the realization of objectives as efficiently as possible. Budgeting is a powerful tool to the management for performing its function (i.e. formulating plans, coordinating activities and controlling operations ect). As the size of the organization increase, the need for budgeting is corresponding more because a budget is an effective tool of planning and control. Budgets are means of communication ideas of the top management are given the shape of a budget and also the performance budget, cost of performance budget, cost of production budget.
MASTER BUDGET
A Master Budget also called as summarized budget or finalized profit budget. The master budget is consolidated summary of the various functional budgets. It has been defined as summary of the budget schedules in capsule form made for the purpose of presenting, in one report, the highlights of the budget forecast. According to Chartered Institute of Management Accountant, England defines Master Budget as the summary budget in cooperating its component functional budgets and which is finally approved adopted and employed.
PERFORMANCE OF BUDGETING It had its origin in U.S.A after the Second World War. It tries to rectify some of the short coming the traditional budget performance oriented budget are established in such as manner that each

item of expenditure related to a specific responsibility centre is closely linked with the performance budgets of that centre. Performance budget is the essence, a process or technique for presenting programmers activities. It brings out the total business operations. Through classification by function and activities and performance budget is following centres:Sales, Consumption, Employee related expenses, Revenue expenses, Sales office expenses, Rawmaterial stock, Work in progress stock, finished goods stock etc.
COST OF PRODUCTION BUDGET After determining the volume of output, the cost of procuring the output must be obtained by preparing a cost of production budget. This budget is an estimate of cost of output planned for a budget period and may be classified into material cost budget, lab our cost budget and over head cost budget.
MATERIAL COST BUDGET In drawing up the production budget one of the first requirements to be considered as material. Material may be direct or indirect. Thus, material deals with the requirement and procurement of direct material. The preparation of various materials budget includes: The preparation of estimates of different types of raw material needed for products. Procuring or purchasing raw materials in required quantities at the required time in preparing material budget cost following factor should be considered. Raw material required for budgeted output. The percentage of raw materials to total cost of products should we calculated based on previous records. Consideration must be given to the companys stock policy. Figures related to anticipated raw material stock to be at times should be known.
RAW MATERIAL STOCK The term raw materials include physical commodities used to make the end product. The raw materials and supplies are equivalent to cash and they make up an important cost of manufacturing in many cases.
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RAW MATERIAL WORK IN PROGRESS Work in progress is the stock of goods, which are semi finished, and these goods are put for future processing. Work in progress is the material, which is useful in estimating the utilization resources. Work in progress includes cost of raw material consumed .Productive wages and percentages of factory expense. It is not desirable to add any percentage in respect of establishment and administration expenses for valuation of work in progress. So the cost of production of work in progress shall be as per cost of stages of completion.
FINISHED GOODS STOCK It represents the actual production of soaps and detergents. Which are ready for sale? It is completely finished product or the job. It is normally be value at total of full share of overhead. Some selling and distribution of goods sold; there are not included in the cost of determining the cost of finished goods.
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Chart no:1 Preparation of organization chart: Budget officer
Purchase manager
Personal manager
Production manager
sales manager
Accountant
Purchase budget
Labour budget
Material budget, production budget, plant utilization
Sales budget, advertising budget, selling and distribution.
Production cash budget
Administration cost budget
Capital expenditure budget
Final budget
Master budget
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1.0 TECHNIQUE OF BUDGETARY CONTROL Variance analysis:The most common budgetary control technique is a compression of the budget to actual results. This actually done monthly basis or this technique greatly reduces the need for compression review cycle. Control system:Create budgeting control with your business group. There are four types of responsibility centres: Revenue, Expenses, Profit and Investment. They are responded primary by the income and cash flow statement. Forecasting:The most important budgetary technique is forecasting or ability to set out detail plan for the future each manager should prepare detailed plan target and resource needs.
CLASSIFICATION OF BUDGET Budget may be classified on the following basis: Based on period of time. 1. Short term budget Long term budget Based on conditions prevailing in the business. 1. Basic budget 2. Current budget Based on nature. 1. Operating budget 2. Financial budget Based on functions or coverage. 1. Sales budget 2. Production budget 3. Purchase budget 4. Direct material cost 5. Direct labour cost 6. Overhead budget: a) Manufacturing overhead b) Administrative overhead c) Selling and Distributive overhead. 7. Plant utilization budget 8. Research and development budget 9. Capital budget 10. Cash or Finance budget 11. Master budget

Based on flexibility level of activity 1. Fixed budget 2. Flexible budget. Sales budget: A sales budget is a forecasting of the total sales to be achieved the budget periods. Ex: Sales budgets usually analysed according to product territories periods, customers and salesman. Production budget: The production budget is an estimate an estimate of the quantity of goods that must be produced during the budget period. The aim of the production function will presumably to be supply finished goods of a specified quantity to meet making demands. Production=Sales +Closing stock-Opening Direct material budget: The direct material budget specifies the budgeted of quantities of each raw materials required for the budgeted production the requirement to purchase of direct material can be calculated with help of the following formula. Purchase=closing stock+ usage opening stock. Direct labour budget: It will ensure that will make the required number of employees of relevant grades and suitable skills available skills available at the right times. It specifies the direct labour requirement of various products as envisaged in the production budget. Manufacturing overhead budget: It refers to the aggregate of factory indirect material, indirect labour, indirect expenses which can be divided into fixed and variable elements of manufacturing overhead. Administrative overhead: It is an organization which will be incurred for the activities like: formulation of policies , directing the organization and controlling the operations of an organization etc. Selling and Distribution overhead:
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It refers to an estimate of all the expense relating to selling and distribution of goods in the budget period like creation and stimulation of demand of companys product. Plant utilization budget: It is an estimate of plant facilities required to meet the budgeted production during the budget period. It expresses plant capacity in the terms of working hours, weight or the convenient units. Research and development budget: A good industrial concern conducts research to find new products and to find new ways for the improvement in the quality of the existing projects. For the purpose certain amount is aside every year for under taking research and development is through a budget. Capital budget: It is planned outlay the estimated capital expenditure on fixed assets required for fulfilling the production specified in the production budget. Such as land, building, plant, and machinery, equipments, motor vehicles etc. Cash or finance budget: ` A cash budget is an estimate of the firms cash receipts and payments for the budget period, it gives the details of the anticipated cash receipts , cash payments and balance at the end of every month or every week.
Master budget: According to IMA, master budget is summary budget incorporating its component functional approved, adopted and employed. Operating budget. Financial budget. Zero base budgeting (ZBB): Zero base budgeting is a method of budgeting where all activities are revaluated each time a budget is formulated. It is an approach to budget review and evaluation that requires a manager to justify the resources for all activities and project, including ongoing activities and projects and in rank order. The steps involved in successful implementation of ZBB are:
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Decisions units are identified by dividing the organization according to departments. In performance of an activity, the alternative methods and cost re involved.
The benefits achieved at levels of finding are analyzed.
Programming budget: It was first introduced in the US department of defense in 1961, by 1968 its utilization become extremely common in federal as well as local government of USA. In Britain it is referred to as output budgeting is also termed as planning, programming budgeting system, which has been? Introduced into non-commercial organizations to enable them to make more informed decisions about resource allocation? This system has been devised for effective utilization of public funds the objectives being to make the government activities and operations being utilization of public funds through improved allocation of resources. Performance budgeting: It may be described as a budgetary system where the input costs are related to the performance. The end of results the term performance budget the adoption of a budget based upon functions, programes and activities. Its focus was to work cot measurement and managerial efficiency cost and production goals are established then compared to actual performance.
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INTRODUCTION
The research design components are elaborately discussed. The research design is very important in as much as it provided direction to the study. Further it acted as blue print and milestone for smoothly carrying out the research program. The topic in question was well carved out to meet the present changing scenario of budgetary control industries. It is important of research design to know not only the research method but also known methodology methods comprise the procedure used for generating, collecting and evaluating data.
TITLE OF THE STUDY

A STUDY ON BUDGRTARY CONTROL on Karnataka Soaps & Detergents Ltd.
STATEMENT OF THE PROBLEM

Planning is required to help to assure the survival and growth of the company. The management has to classify its objectives as to what actions must be taken when, by whom and what cost to achieve the desired objectives. Budget is concerned with policy making, by budgetary control results from the implementation of the policy. It is a system of controlling costs which includes the preparation of budget, coordinating each department will work others it estimating the responsibilities comparing actual performance with budget targets and action upon the results to achieve maximum efficiency and profitability. It is a document to serve as a control monitor and review. The budget is such it makes imperative for management to achieve goals and objectives, define policies, develop programmers, allocate resources, measure performance and revise the policies and objectives.
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IMPORTANCE OF STUDY
Budget helps careful study of the problem in advance before taking decision, it helps to assist delegation of authority.
SCOPE OF THE STUDY

The scope of the study encompasses as follows: Organizational philosophy of KS&DL at Bangalore The prime importance of the study is to analysis the cost and budgetary control. How is classification and codification in KS&DL? The study attempts to find out the existing techniques used in KS&DL and various components used for effective budgeting.
OBJECTIVES OF THE STUDY To study the statement regarding the objectives of the organization is how they can be achieved through budgetary control. To know the statement regarding the function and responsibility of each executive by designation both regarding preparation and regarding execution of budgets. To analyses the effectiveness of accounts classification to be employed. To gain practical application of budgetary control techniques and its management in KS&DL. To study the formalities like preparing timetable for all stages of budgeting, reports, statements, form and other records to be maintained. To know whether budgets matches actual, if not. Why? To have a wide knowledge of budgets and its suitability.
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METHODOLOGY OF THE STUDY The study of budgeting system in KS&DL was done by discussion with concerned officials and by analyzing the various budget reports. Methodology means science of method of the body of methods or it is oriels that are used to analyze and interpret the observation. Methodology is indispensable because of its scientific free thought unless a proper methods is followed, any project work would not be successful therefore to arrive at notable results methodology should form a significant part of it. The aim is to present a clear idea of the procedure followed in this study. Since the value of the any systematic and scientific research lives in the method. Logy, giving a clear idea of the form procedure adopted in conducting the project a starting the purpose becomes the essential part of every study in this project work methodology includes resources, limitation and difficulties faces during the project along with motivation.
SOURCES OF DATA COLLECTION The methodology followed for collecting information is based on Primary data Secondary data
Primary data: The primary data is that data were gathered by way of interview with officials of cot accounting and financial departments, and human resources departments. Though the verbal discussions which were held with finance and financial and other departments. Secondary data: The secondary data were gathered from brochures of the company, companys annual reports, financial statements of the companys research books, journal books, and news bulletins, internet, books, articles, etc.
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The project is based on secondary information collected through four years annual reports of the company, supported by various books and internet sites, the data collection was aimed at study of working capital management of the company. DATA PROCESSING: The collected data have been placed in master table results are noted down. Unwanted data have been eliminated. Relevant data have been tabulated, transcribed, coded, de-coded and edited. PLAN OF ANALYSIS: The data have been analyzed with the help of statistical tools such as wherever necessary, tables, charts, diagrams, graphs were resorted to make the data understandable, intelligible, and amenable.
LIMITATIONS OF THE STUDY: The study is based on the interviews with the officials of the company. The time available is limited. The study was undertaken for a period of one month, i.e. from 01-02-2014 to 28-02-2014 and the subject is vast to study is confined only to 3 to 4 years. As we know that the companies will maintains the secrecy with regards to their financial position. Limited area, the study is only limited to KS&DL and not applicable to any other soap manufacturer company.
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CHAPTER SCHEME: The first chapter INTRODUCTION deals with industrial back ground and the techniques with in, meaning of budgetary control, definition of budgetary control, character of budgetary control, advantages and limitations of budgetary control, budgetary process, budgetary control system, budgetary center, master budget, performance of budget, techniques of budgetary control. The second chapter RESEARCH DESIGN deals with the introduction of the problem along with purpose, objectives, significance and scope of the study, research methodology, and the introduction of the problem along with purpose, objectives, significance and scope of the study. The third chapter COMPANY AND INDUSTRIAL PROFILE deals with industry back ground, work flow model, achievement and awards, global presentation, organization structure reveals the practical working of the company along with its history and profile. The fourth chapter DATA ANALYSIS AND INTERPRETATION deals with the analysis and interpretation of the statements. The fifth chapter SUMMARY AND FINDINGS deals with the summary of findings arrived at, after taking the project study. The sixth chapter SUGGESTIONS AND CONCLUTION deals with the suggestions given on overall study and the conclusions opinioned. BIBLIOGRAPHY related to literatures and bibliography. ANNEXURE
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INDUSTRIAL & COMPANY PROFILE
History of the Industry:
The early days of civilization shows us that mankind was aware of the importance of cleanliness and hygienic. The great bath of Indus valley civilization is testimony for this. The roam were known to be considerable users for the soaps. During the period roman enterprise stale wine was collected as a source of ammonium carbonate for cleaning purpose. The mankind knew about soap 2000 years back i.e., in 70 A.D when Mr. Piliny and leader accidently discovered soap when roasted meal overflowed on ashes. It was in 1831 A.D, that for the first time detergent was discovered by Mr. fremy when he supplanted olive oil and almond oil, the consumption of soap in the world in 1884 AD was said to be 2 lakhs tones per annum, and it was in this year Mr.W.H Lever entered the field of soap by making in a big way. Soap is a lamp like product, had foaming and cleaning character. Soap is a product that many people might take for granted or consider rather than ordinary, but for some, lathering up can be treasured part of morning or nightly routing. Scented or unscented, in bars, gets and liquids, soap is a part of our daily lives. Since then in 1972 A.D at first commercial batch of soap was made and marketed by M.S Bristol soap was then taken to London. Lance Household penetration of soap is 98% people belonging to different income levels use different brands, which fall under different segments, but all income levels use soaps, making it the second largest category in India and detergents being number one. Rural demand is growing at an increasing rate compare to urban because rural consumers in India constitute about 60-70% of the population.
Development in Manufacturing of Soap:
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The credit of making soap affordable to common man goes to Nicolas Leblance, a French scientist. The early settlers in North America made their own soap by pouring hot water over wood ash to make an alkali called Potash. Potash was boiled with animal fats in large Iron kettlers to make soap. But it was crude to look at and it had a bad odor. It was in this century development in soap making led to the making of soaps with fragrance, mildness and color. Mr. Twitched developed a process called Fat splitting in the year 1890 A.D. In 1899 again it was Mr. Twitched who took out an American plant claiming manufacturing of sodium salt of petroleum sulphonates. In 1930 Mr. Richler, a Belgium scientist produced for the first time sodium Cheryl sulphonate which had similar properties to that of soap. Soap cannot be in acid solution and it forms precipitate with the calcium and magnesium in hard water. Hence, although soap is good all round detergent. During the middle ages soaps were made in various countries such as Italy, France, Spain and England etc.
Soap Industry in India: Northwest Soap Company established the first soap industry in 1897 at Merut. Following the Swedish movement in 1905 onwards few more factories movement in 1905 onwards few more factories were setup. Soap industries in India began with MIS Godrej, setting up their manufacturing unit during 1918 at Mumbai and MIS Government soap factory in Bangalore. During the year 1930, MIS TATA oil mills company. Setup Hindustan Lever Limited setup their manufacturing unit at Mumbai and Calcutta. The industry continued to flourish very well unit 1967-1968, when the industry stagnated due to informal price control. The industry soon recovered and experienced a sharp up swing during 1974. Before there World War I, Soap requirement of India was met by imports from the west, especially from United Kingdom. The big companies like lever Brother introduced soap and the use become more common even in villages. The soap supplied was of good quality and low price.
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Second World War gives stimulates to indigenous soap industry, by 1994, the capacity established was 1,26,000 tons and actual output was 1,16,000 tons. By 1957 the capacity went up to 2.53 lakhs tons. Today the production capacity is around 6 lakhs tons (Toilet soap market estimated to 5.4 lakhs tons). In India, the per capita consumption of soap is 500 grams compared to 1200 grams in countries like Brazil. In case of detergents the per capita consumption is 1.60 kg in India compared to 15.5 kg in urban Europe and 18.5 kg in Australia. In the organized sector, 88 units are manufacturing soaps with an installed capacity of 7,05,963(46 units only) tons per year production of soap in their sector was of the order of 3,53,232 tons during 1994-1995 and 3,88,087 tons during 1995-1996. There are 33 units in the organized sector for manufacturing of detergents with an installed capacity of 5,09,020(22 units only) tons per annum.
History Until 1916, Karnataka, then the princely state of Mysore, was exporting sandalwood to France and other European countries for the extraction of oil. However, during World War I when huge stocks of wood piled up in the state, an oil-extraction unit in Mysore and another one at Shimoga was set up. Since then, Mysore became synonymous with sandalwood oil.
Legends A popular saying is that no other tree can grow where the sandalwood does. The reason for the belief could be the fact that the root of the tree is supposed to suck in all the required nutrients needed for its growth from the nearby trees. Another belief says that the smell of the wood is so intoxicating that snakes are said to wrap themselves around the tree.
Uses

The inner wood or heartwood is used for carving and the bark when powered is an important raw material in the manufacture of Agarbathies. For the extraction of oil, used by the cosmetic and soap industry, the tree has to be uprooted, for the roots that have the highest percentage of oil. Even spent wood after oil extraction is an important raw material in agarbathi manufacturing. Sandalwood scrapings are powdered and sold in pouches. The powder makes an excellent face and skin pack. A Hindu home usually has a billet of the wood that is rubbed on a stone plate sprinkled with water and the resulting paste is applied to the foreheads of idols during pooja. An ancient Indian remedy for prevention of sunstroke is a glass of cold milk scented with a drop of sandalwood oil. This drink is also supposed to prevent boils and other skin ailments caused, according to The Indian School of Medicine, by excessive heat in the body.
COMPANY PROFILE OF KARNATAKA SOAPS AND DETERGENTS LTD PROFILE OF THE COMPANY INTRODUCTION TO SOAP INDUSTRY: Soap is one of the commodities, which has become an indispensable part of life of the modern fantasy world. Since it is non-durable consumer goods, there is a large market for it .The whole soap industry is experiencing changes due to innumerable reasons such as government relations, environment, toxicological allergy problems, increase in cost of raw material etc. Following Swadeshi Movement in 1905, few factories were set up and they were: Mysore Government Soap at Bangalore. Godrej Soaps at Bombay. The change in technology and even existing desire by the individuals and the organization to produce a better product at a mere economical rate has also acted as catalyst for the dynamic process of change. More and more soap manufacturers are trying to capture a commanding

market share by introducing and maintaining acceptable products. The soap industry in India faces a cutthroat competition, while multinational companies dominate the market.
THE INDIAN SOAP INDUSTRY SCENARIO The Indian soap industry has been dominated by handful of companies such as Hindustan Unilever limited. Tata oil mills (taken over by HLL) Godrej soaps private limited. Recent entrants include: Colgate Palmolive Ltd., Proctor and Gamble Ltd., Nirma soap works, Wipro Ltd.,
The Indian soaps industry continued to flourish very well until 1967-1968, but began to stagnate. Soon it started to recover and experienced a short upswing in 1974. This increase in demand can be attributed to: Growth of population. Income and consumption increase. Increase in urbanization Growth in degree of personal hygiene. Soap manufacturers are classified as, organized and unorganized sector. KSDL is under organized sector.
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PRESENT STATUS MARKET SCENARIO India is the ideal market for cleansing products. The countrys per capita consumption of detergent powders and bars stands at 1.6 Kg and soap at 543gms. Hindustan lever, which heralds over the cleaning business, sells in all over the cleaning business.
PROBLEMS OF SOAPS AND DETERGENTS INDUSTRY Industry faces some problems due to increase in the cost of raw materials. The major ingredients like soda ash, linear alkyl benzene and sodium tripoly phosphate posses number of serious problems in terms of availability. The demand and supply gap of vegetables oil is 1.5 to 2 lakhs tons and is met through imports.
TOILET SOAPS MARKET IN INDIA About Rs.4700 Crores of market in soaps with 35% being in Beauty care, 20% in health care and 15% being in skin care. Saturated market with very high penetration level of 98%. Grew about 4% in June- August 2004 after de growth in the last two years. The market growth can be divided into four categories namely premium (15%), Popular (41.5%), Economic (24.5%) and Discount (19%). Only two global brands namely Dove & Camay are in the Indian market. The demand for Toilet soaps have been grown from 400 thousand Metric tons to 620 thousand metric ton from the year 1995 to 2003.
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THE WORLD MARKET FOR SOAPS Around Rs4000 billion sales in the year 2000 Cumulative Annual Growth Rate (CAGR) of soaps between1995-2000 has been raised about 29%. Few multinationals are dominated in global soaps market. Unilever, Procter and gamble, Colgate, Palmolive and Johnson & Johnson is
amongst the top global players
HISTORY of KS&DL:India is a rich land of forest, ivory, silk, sandal; precious gems are magical charms of centuries. The most enchanting perfumes of the world got their exotic spell with a twist of sandal. The worlds richest sandalwood resource is form one isolated stretch of forests land in South India that is Karnataka. The origin of sandalwood and its oil in Karnataka, which is used in making of Mysore sandal soaps, is well known as Fragrant Ambassador of India & Sandalwood oil is in fact known as Liquid Gold. By the inspiration of his Highness Maharaja of Mysore late Jayachamarajendra Wodeyar, the trading of sandalwood logs started which was exported to Europe and new destinations, but with commencement of First world War India faced severe crisis on the business of sandalwood. This situation gave rise to start of an industry, which produces value added products i.e., of sandalwood oil. His Highness Maharaja of Mysore created this situation as an opportunity by sowing the seed of the Government Sandalwood Oil Factory, which is the present KS&DL. The project was shaped with the engineering skills and expertise of the top level. Late Sri M. Visvesvaraya, the great Engineer who was the man behind the project. Todays famous Mysore sandal soap credit goes to late Sri Sosale Garalpuri Shastri who incorporated the process of soap making using Sandalwood oil. He was an eminent scientist in
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the field working at the Tata Institute, Bangalore. He was sent to England to master the fine aspects of soap manufacturing. The Maharaja of Mysore & Diwan Sir. M. Visvesvaraya established the Government Soap Factory during the year 1918. The factory was started as a very small unit near K. R. Circle, Bangalore with the capacity of 100 tons P.A. In November 1918 the Mysore Sandal Soap was put into the market after sincere effort and experiments were undertaken to evolve a soap perfume blend using sandalwood oil as the main base to manufacture toilet soap. The factory shifted its operation to Rajajinagar industrial area, Bangalore in July 1957, where the present plant is located. The plant occupies an area of 39 acres (covering Soaps, Detergents and Fatty Acid divisions), on the Bangalore Pune Highway, easily accessible by transport services and communication. Another sandal wood oil division was established during the year 1944 at Shimoga, which stopped its operations in the year 2000 for want of Natural Sandalwood. This factory started at a moderate scale in year 1916. The first product was washing soap in addition to the toilet soap in the year 1918. The toilet soap of the company was made up of sandal wood oil. 1950 Government decided to expand the factory in two stages. The first stage of
expansion was done to increase the output to 700 tons per year and was completed in the year 1952 in the old premises. The next stage of expansion was implemented in 1954 to meet growing demand for Mysore sandal soap and for this purpose Government of India sanctioned license to manufacture 1500 tons of Soaps and 75 tons of glycerin per year. The expansion project worth of Rs.21 lakhs includes the shifting of the newly laid industrial suburban of Bangalore. The factory started functioning in this new premise [i.e., present one] from 1st July 1957. From this year onwards till date the factory had never looked back, it has achieved growth and development in production scales and profits. The industry has 2 more divisions one a Shimoga and another at Mysore where Sandal wood oil is extracted. The Mysore division started functioning from 1917 and only during 1984 manufacturing of perfumed and premiere quality Agarbathies at was started. Right from the first

log of sandalwood that rolled into the boiler room in 1916, the company has been single minded pursuit of excellence. The project took shape with the engineering skills and expertise of top-level team under the leadership of Sir. M. Visvesvaraya, Prof. Watson and Dr. Sudbrough. This soap factory was started as a small unit and now it has grown up to a large size.
Development of the Organization The Government Soap Factory has made spectacular progress during the years gone by. Its production has developed on both volume and variety. When the Mysore Sandal soap was introduced in the market, it caught the public eye on account of its intrinsic superior quality and perfume. The factory slowly and steadily developed recording all improvements in production sales and profit. Modernization was given a practical shape in 1963-64.The factory is also exporting products to Malaysia, Middle East, Africa, USA and other 20 countries. The exports of the factory have been steadily rising. Exports of the factory have been executed through Mysore Sandal Sales International Limited. The factory has received an export award for the year 1975-1976. The factory has also negotiated and finalized a collaboration draft agreement with Malaysia. The company also provided technical knowhow. Although the progress
achieved so far has been spectacular the management does not believe in settling on its laurels, conscious efforts are made to improve the organization still further and pass performance warrants. It is very clear that the government soap factory is making profit every year. There has been phenomenal and spectacular growth and development of the factory in the new setup. The production rose from 600 tons to 2300 tons. The sales also progressed from Rs 33 lakhs to Rs 1.7 Crores while net profits have risen to Rs 15 lakhs to 45 lakhs during 1956-67. In 1965, the factory gave an undertaking to the Government of India to export its products to earn necessary foreign exchange. This could be used to import machinery from other countries. In retrospect it may be said that the soap industry has always looked upon Mysore Sandal Soap as something of an ideal to aim and achieve. Many factories both in India as well abroad have succeeded. This is a tribute to those who pioneered the excellence of Mysore
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Sandal Soap. The factory is playing a notable part and also contributing to the industrial development in Karnataka. Being a Government undertaking, the main objective of the firm is to provide quality goods to the consumers at reasonable prices. experience in this field The factory has got more than 60 years of
RENAMING On 1st October 1980, the Government Soap factory was renamed as Karnataka Soaps and detergents the company was registered as a public limited company. Today Company produces varieties of products in the toilet soaps, detergents, agarbathies and cosmetics.
OBJECTIVES OF KS&DL To serve the national economy To attain self- reliance To promote and uphold its image as symbol of traditional products To promote purity and quality products and thus enhance age old- charm of sandalwood oil To build upon the reputation of Mysore sandal wood soap based on pure sandal oil To maintain the brand loyalty of its customer To supply the products mentioned above at most reasonable and competitive rate
VISION STATEMENTS Keeping pace with globalization, global trends and the states policy for using technology in every aspect of governance. Ensuring global presence of Mysore Sandal Products while leveling its unique strengths to

take advantage scenario by intelligent and selective diversification. Secure all assistance and prime status from government of India, all technology alliances. Further, ensure Karnatakas pre-eminent status as a proponent and provider of technology services to the world, nation, other status public and private sector. Making available technology product and services at the most affordable price to the people at large, in keeping with the policy of a welfare status. Making all out efforts to achieve reasonable profits. Most importantly to earn the invaluable foreign exchange, both to the state and to the country.
MISSION:
To serve the National economy. To attain self-reliance. To promote purity & quality products. To maintain the Brand loyalty of its customers. To build upon the reputation of Mysore sandal soap based on pure sandal oil.
COMPETITORS OF KS&DL PRODUCTS AND SERVICES KS&DL is facing cut throat competition in national and international market. Some of its main competitors are: M/S. Hindustan Unilever Ltd.,

M/S. Godrej soaps Private Ltd., M/S. Proctor & Gamble M/S. Wipro M/S. Nirma Soaps Private Ltd., M/S. Jyothi laboratories
KS&DL has the following departments Finance and accounts Human Resources Development & Administration Research and Development Quality Assurance Materials & stores Production & Maintenance Marketing& Business Group Projects & Management Information services
HRD DEPARTMENTS Importance of HRD Department Management of human resources. Co-operation. Assisting the management in HR matters. Development of work force. Work together to achieve organizational goals Profit and growth.
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KEY FUNCTIONS OF THE WORD Recruitment and selection Training and Development Promotion and Transfer Wages and Salary Administration Performance Appraisal Industrial relations Disciplinary action and Welfare measures
TRADE MARK OF KS&DL The SHARABHA The carving on the cover is the sharabha, the trade mark of KS & DL.
The Sharabha is a mythological creation from the puranas which has a body of a lion and head of elephant, which embodies the combined virtues of wisdom and strength. It is adopted as an official emblem of KS & DL to symbolize the philosophy of the company. The sharabha thus symbolized a power that removes imperfections and impurities. The maharaja of Mysore as his official emblem adopted it. And soon took its pride of place as the symbol of the government soap factory of quality that reflects a standard of excellence of Karnataka soaps and Detergents limited.
SLOGANS NATURAL PRODUCTS WITH EXOTIC FRAGANCES KS&DL has a long tradition of maintaining the highest quality standard, right from the selection of raw materials to processing and packing of the end product. The reasons why its products are much in demand globally and are exported regularly to UAE, Saudi Arabia, Kuwait, Qatar, South America. The entire toilet soaps of KS&DL are made from raw materials of vegetable origin and are totally free from animal fats.
POLICY OF KS&DL Seek purchase of goods and services from environment responsible suppliers. Communicate its environment policy and the best practices to all its employees implications. Set targets and monitor progress through internal and external audits. Strive to design and develop products, which have friendly environmental impact during manufacturing. Reuse and recycle materials wherever possible and minimize energy consumption and waste.
MILE STONES OF THE COMPANY: 1916 - Mysore Sandal Wood Oil Factory started at Mysore. 1918 Government Soap Factory was started by Maharaja of Mysore with the capacity of 112MTs/Annum near Cubbon Park, Bangalore and the MYSORE SANDAL SOAP was introduced into the market for the first time. 1932 - Toilet soap production capacity was enhanced to 750MTs/Annum. 1944 - The second Sandalwood Oil extraction plant was started in Shimoga.
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1954 - Foundation stone was laid by Sir M. Vishveswaraiya for establishment of new manufacturing facilities at Rajajinagar, Industrial Area, Bangalore. 1957 - Factory was shifted to new premises at Rajajinagar from Cubbon Park. 1965 - It was new revolution time for govt soap factory; it started to export its product. 1967 - Celebrated its Golden Jubilee. 1970 - Production capacity was increased to 6000MT/Annum. 1974 - Mysore Sales International Limited was appointed as the sole selling agent for marketing its products. 1975 - Synthetic Detergent Plant for manufacturing of detergent cake and detergent powder was installed with Italian Technology. 1980- Government Soap Factory was converted into a Public Sector Enterprises and the company was incorporated on 9th July 1980 and re-named as KARNATAKA SOAPS & DETERGENTS LIMITED. 1981 - Fatty Acid unit was established to utilize indigenously available minor seed oils as the raw material for soap manufacturing and to produce Glycerine and Stearic acid. 1984 - Expanded the production capacity with modern manufacturing facilities, which was available at that time to produce 26000MTs/Annum of Toilet Soaps with different variants. 1987 - KS&DL took over marketing activity from M/s. Mysore Sales International Limited (MSIL), and started up its own marketing networks by opening 6 branches across India. 1992 - During this period Liberalization lot of competitors penetrated in Indian Market, KS&DL was registered with Board for Industries and Financial Reconstruction (BIFR), New Delhi as the company was suffering with heavy losses. 1996 - The company was back to track and started to make profit, by strict measures on cost, productivity and sales. 1999 The company was certified with ISO 9001:2000 certified by BSI for their successful implement for Quality Management System. And they Lunched Mysore Sandal Gold Soap and Mysore Sandal Baby Soap. 2000 - The company certified with ISO 14000:2004 BSI for their successful implementation of Environment Management System. 2003 - The company came out of BIFR, as they wiped out entire carry forward losses of Rs.98crores, and got recognized that, the only state Public Sector to make continuous profit.

2007- ICWAI National Award for Excellence
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2008 Company has introduced Hand Wash Liquids under trade name of Herbal Hand Wash and Rose Hand Wash. Company has also introduced liquid Detergent under the trade name of KLEENOL with different variants for floor wash, Dish wash and Automobile Wash. 2009 - The company had re-launched Talcum powder with variety with new outlook for containers. 2010 - ISO certificate was upgraded to 9001:2008 and received Chief Ministers Ratna Award. 2011 - On the occasion of 150th Birth Anniversary of Sir M.V.Vishveswaraiya, KS&DL launched Mysore Sandal Dhoop. 2012 - KS&DL launched Mysore Sandal Millennium, Indias First super premium soap. It is priced at Rs.720 per piece of 150gms. Mysore Sandal Millennium is the first most expensive soap was Manufactured and sold in India. 2013 - They reached highest sales turnover and profit (322crore in FY2013) On 22nd of Aug National Award for Excellence Cost Manufacturing Karnataka Soap and Detergents Ltd was the winner in the public manufacturing (Medium Organisation) category.
PRESENT STATUS OF THE COMPANY The company is mainly depended on southern market. The product availability in retail outlets particularly for Mysore sandal soap is almost comparable to any other similar industries products in the premium segment in the south. Whereas in other parts like Eastern and Northern markets penetration of KSDL product is relatively poor, which depends on the companys distribution structure, stock list and field personnel strength. With increased trust on distribution, the company does not foresee any Problems to achieve the projected sales through the redistribution package. Further, the policy of Indian Government also sees the public sector Enterprises enter the industry in a large way there by making the products available to the consumers at reasonable prices. Being located in the centre of southern part of Indian the Government Soap Factory claims preferential treatment for expansion program in view of availability of exotic natural Sandalwood oil.
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AN ISO-9002 COMPANY KS&DL with a tradition of excellence of over eight decades is committed to customer delight, through total quality management and continuous improvement through the involvement of all employees. KS&DL has got ISO 9002 certificate. To improve the quality management system and to facilitate TQM in the process of soap and detergent, the management took decision to obtain ISO-9002 by end of March 1999. Accordingly action plan was drawn and a committee was set up for the purpose during October 1988 with a mission statement. The company gives initial training including conducting employees awareness program, document quality manual and quality system Procurement. In this direction company obtained the guidance from consultancies, Bangalore and bureau of Indian standards, Bangalore. Accordingly, Company standards registered for ISO 9002 by the end of March to The bureau of Indian standards obtained the certificate by the end of March 1999 itself. This is to project in the national and international market and also to improve quality of products offered to the consumers with the assurance of quality in the message. The company got itself upgraded to ISO-9001-2004, quality systems in the Year 2004-05.
ISO-14001 The company is located in the heart of the Bangalore city. The management of the company took a decision to get the ISO- 14001 and become model to other public sector for the techniques used and also to other government units to spread the message of maintenance of environment. ISO-14001 and ISO-9001 will facilitate to improve the corporate brands in the Global market and it will help the company to improve the profits, year on Long-term basis. The

environment management system adopted in the Company through this motive as follows: o Conservation of energy o Conservation of surrounding o Conservation of resources Equipped with latest technology and backed by full- fledged quality control millennium. The company is developing new products to meet the changing preferences of its customers.
KS&DL AT GLANCE Incorporated name: Karnataka soaps and detergents limited Address: Karnataka soaps and detergents limited. Bangalore Pune high way Post box No.5531, Rajajinagar, Bangalore: 560055 Phone No: 080-3377691/ 3370469/ 23371103 to 0622376922 to 24 E-mail: Mysoresandal@vsnl.Com Website: www.mysoresandal.com Year of establishment: 1918 Constitution: wholly owned by Govt. of Karnataka Undertaking. Management: Govt. of Karnataka nominates/ appoints Board of Directors, Chairman & MD. Renamed: 1980 Trademark: the trade is Sharabha. It is the body of lion with the head of an elephant means blending the intelligence of lion with strength of an elephant. Production range: toilet soaps, bar soaps, detergent cakes, powders, Agarbathies, cosmetics,

baby products, Sandalwood Oil. Process knows how: the facility is a pioneer in the manufactures of various soaps and technology imported from Italy. Capacity of the unit licensed capacity is 26000 metric tons of soaps & 10000 metric tons of detergents per annum.
Plants: At Bangalore; Soap plant, Detergent plant, Fatty acid plant At Mysore; Sandal wood oil, Agarbathies At Shimoga; Duty paid godown
PRODUCT MANUFACTURED BY KS&DL
TOILET SOAPS NAME OF THE PRODUCT Mysore sandal soap Mysore sandal classic soap UNITS OF GRAMS 75, 125 75
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Mysore sandal gold soap Mysore sandal baby soap Mysore special sandal soap Mysore rose soap Mysore sandal herbal care soap Mysore jasmine soap Wave soap Mysore lavender soap Mysore sandal bath tablet Mysore sandal classic bath tablet Mysore jasmine bath tablet Mysore special sandal tablet Mysore sandal rose tablet Mysore sandal guest tablet 75, 125 75 75 100 100, 125 100 100 150 150 150 150 150 150 17
GIFT RANGE SBT SJR 06 IN 01 GOLD SIXER
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OTHERS Washing half bar Washing sandal baby wash DETERGENTS NAME OF THE PRODUCT Mysore detergent powder Mysore detergent powder Mysore detergent cake Mysore detergent cake UNITS IN GRAMS 1000 500 125 250
TALCUM POWDER NAME OF THE PRODUCT Mysore sandal talc Mysore sandal baby talc UNITS IN GRAMS 20, 50, 100, 300 100, 200, 400
AGARBATHIES NAME OF THE PRODUCT Mysore sandal premium Mysore sandal regular Mysore rose
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Nagachampa Suprabhatha Mysore jasmine Sir M.V.100
Pictures of some Products manufactured at Karnataka Soaps & Detergents LimitedMysore Sandal Soaps
This soap is made from vegetable oils,contains pure natural mysore sandal oil, along with skin care conditioner & moisturizers. Sandalwood oil- a natures
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gift,emanates lingering fragrance, keeps your skin glowing ,soft, blemish-free, forever young & beautiful. It is also available in 17g &125g.
Mysore Sandal Bath Tablet(150g)
This soap is made from vegetable oils,contains pure natural mysore sandal oil, along with skin care conditioner & moisturizers. Sandalwood oil- a natures gift,emanates lingering fragrance, keeps your skin glowing ,soft, blemish-free,forever young &beautiful.
Mysore Sandal Bath Tablet Trio (150g*3)
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This soap is made from vegetable oils,contains pure natural mysore sandal oil, along with skin care conditioner & moisturizers. Sandalwood oil- a natures gift,emanates lingering fragrance, keeps your skin glowing ,soft, blemish-free,forever young &beautiful. It is gift packed in a set of 3 bath tablets.
Mysore Sandals Millenium Super Premium soap
This super premium soap is made for all seasons,all kind of users for wellness, nourishment,rejuvenation ,soothing,cooling with the enthralling aroma of pure natural sandalwood oil, added with other key essentials oils viz,vetivert,patchouli,geranium,cedarwood,clove,guaiacwood,orange etc, which the user deserves in the new millenium
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Mysore Sandal Classic Bathing Bar
This bathing bar contains skin conditioners, moisturizers & pure natural sandalwood oil with therapeutic and antiseptic properties which makes your skin soft, smooth &glowing.sandalwood oil is natures gift, with a lingering fragrance and keeps you skin blemishfree,forever young &beautiful.
Mysore sandal Gold This soap is made from vegetable oils & contains natural mysore sandalwood oil,popularly known as LIQUID GOLD.sandalwood oil is recommended in ancient ayurvedic texts for soothing skin care &has been cherished for centuries for its exotic fragrance. The soap enriched with moisturizers and conditioners
nourishes,rejuvenates and keeps the skin wrinkle and blemish free bringing a radiant glow.
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Mysore Sandal Gold Sixer
This soap is made from vegetable oils & contains natural mysore sandalwood oil,popularly known as LIQUID GOLD.sandalwood oil is recommended in ancient ayurvedic texts for soothing skin care &has been cherished for centuries for its exotic fragrance. The soap enriched with moisturizers and conditioners nourishes,rejuvenates and keeps the skin wrinkle and blemish free bringing a radiant glow.
3-IN-1 GIFT PACK The luxury bath soap with the traditional fragrances of natural sandal, jasmine and rose specially given in one single pack for family use ,for all occasions and for all customers Mysore sandal soap Mysore jasmine soap Mysore rose soap
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6-IN-1 GIFT PACK The ideal gift of 6 fragrances in an aesthetically designed gift pack, in a re-usable plastic container. Mysore sandal soap Mysore jasmine soap Mysore sandal classic soap Mysore special sandal soap Mysore rose soap Mysore lavender soap
Mysore Sandal Rose Soap Get the dew-drop freshness of just plucked roses captured in soap form to give a feeling of shower with rose petals.
MYSORE CARBOLIC SOAP It is made from pure vegetable oils, mild antiseptic and disinfectant ingredients to give the soap users a pleasant and fresh feeling all day long.
MYSORE SANDAL HERBAL SOAP This is made from vegetable oils , 100 % biodegradable ingredients, natural essentials oils, skin conditioners, anti-bacterial agents and enriched with neem extracts. Freshness for the family.
Mysore Sandal Baby Soap This soap is made from vegetable oils,contains pure natural mysore sandal oil. Specially created with the baby in mind, this soap is endowed with antiseptic properties. Formulated with special care for infants, it is enriched with moisturizers and almond oil.mysore sandal baby soap keeps the skin blemish-free and lessens the chances of a nappy rash.
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MYSORE SANDAL WOOD OIL Also called has liquid gold for its unique value and enchanting fragrance.pure and natural sandal wood oil was also recommended in ancient ayurvedic texts as an antiseptic and skin care ingredients.this product presented in an exclusive packing.
MYSORE SANDAL BABY TALC The use of baby talc will help in keeping the baby clean & dry.the mild fragrance of natural sandalwood oil has a soothing effect and helps to keep the baby calm &cool.
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MYSORE SANDAL TALC The talc is available in 3 conveninent packs.sprinkle ms talc on your body to feel cool,fresh &fragrant all day long.
WAVE HERBAL & ROSE LIQUID HAND WASH The hand wash balanced and with scientific blend of mixed surfactants along with moisturizers, skin conditioners and vit-e is available in 2 fragrances viz ., natural herbal with 19 essential oils and in exotic rose fragrance.
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MYSORE SANDAL ROOM FRESHNERS Mysore sandals room freshener is made of pure natural sandal wood oil, blended with other exotic natural essential oils with a lingering fragrance of sandal wood a daylong of cool, calm & freshness.
MYSORE SANDAL COCONUT OIL It is a natural hair conditioner which is perfect for hair care and for smooth hair texture. The internationally accepted anti-oxidant preservatives ensure that the coconut oil remains fresh till the last drop.
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MYSORE DETERGENT CAKE Quality at affordable prices
POINT EXCEL DETERGENT POWDER It is powerful & effectively penetrates the layers of wide variety of fabrics & removes tough stains hidden in the prone areas. Point excel is formulated scientifically for the optimum washing both by conventional methods & washing machine at economic cost.
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MYSORE DETERGENT POWDER It contains special dirt busters to clean your clothes of the toughest dirt effectively.
KLEENOL MULTIPURPOSE LIQUID The product balanced & is concentrated for multipurpose applications , with the pleasant lime fragrance.
MYSORE SANDAL AGARBATHIES
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Exotic agarbathies available in wide range of fragrances for all preferences. Sandal, rose, jasmine, sandal premium, SIR M V 100 nagachampa.
MYSORESANDAL DHOOP The royal tradition for divine bliss .the product is made from de-oiled sandalwood powder. The enduring fragrance from the dhoop has soothing, calming effect, for holistic experience during the prayer.
CLASSFICATION OF EMPLOYEES AT KS&DL


Permanent Employee: One who has been engaged for work on a permanent basis? Temporary Employee: One who has been engaged for work which is essentially of temporary nature and likely to be finished within a limited period. Probationary Employee: One who is provisionally employed to fill a permanent vacancy? Casual Workmen: One who is engaged on day to day basis, for casual or nonrecurring work Trainee: Trainee is a learner who may or may not be paid stipend during the period of training. MAN POWER DETAILS: Group Bangalore complex SOD Mysore Marketing Branches Duty paid Godown Shimoga Executives Non-Executives 102 449 12 21 57 35 01 1 0 Total 551 33 92 11 687 172 515 Total
ORGANIZATIONAL STRUCTURE

Organizational structure refers to all the rules, regulations and procedures both formal and informal. These complete the organizational structure. Major existing system is marketing, finance, HRM, operation, quality should be maintained. Karnataka soaps and Detergents Limited is fully mechanized plant and it has huge investment to ensure that the production is carried on quickly according to quality standards and office is equipped with fully sophisticated computer system which is operated by experienced personnel. It also has separate AC unit building which maintain the temperature of the company building.
Purchasing System The company is manufacturing a product so the raw materials are purchased or collected at a place and then it is manufactured in the company. Then Company product is packed and marketed. Accounting System

The financial systems of the company are prepared on historical cost convention and in assurance with generally accepted accounting principles. Revenue of the company is recognized and expenses are accounted on their accrual with necessary provision for all known liabilities and losses. Planning System The Managing Director takes the leading role in organizational planning, includes marketing planning, advertisement planning, research planning, sales planning and others. The head of different functions, categories and department participate in planning functions. Style Style is concerned with the leadership approach of top management and the organization. Overall operating approach is the way in which the organization employees present themselves to the outside world, to suppliers and customers. KSDL has adopted a participate style of working. In this marketing department here the information is collected from the executives and then it is sent to the marketing manager and he analyze the given information and present it to the managing Director and from there, it is discussed and decided. The Board of Directors, Chairman and Managing Director of the company fix the policies and goals. The entire department functions very closely with each other. The DGM in consultation with AGM, (Marketing), Company Manager and the other departmental Managers take major decisions regarding problems and find solutions of them. Staff Staffing is the process of acquiring human resources for the organization and assuring that they have potential to achievement the organizational goals.
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This implies that it includes two fundamental different processes, selecting people for specific organizational position and developing the abilities and skills that they would need to be effective in those and subsequent assignment Skills In KSDL, right from top level to till lower level, the employees perform with high efficiency and effectiveness. The DGM and AGM are the departmental heads and are highly skilled in the area of discipline. The accounting and finance manager acquires complete knowledge and updates the same in all financial aspects. The marketing research head is skilled with the different aspects of marketing like advertising, promotional etc. KSDL is well known for its efficient production process and usage of technology. The company is using advanced Italy technology to produce high quality soaps. Shared Value The employees of KSDL at each level of organization structure are conscious about delivering customer value for their money.
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WORK FLOW MODEL
SILOS (Silos are closed chamber)
Soaps Noodles
Container mixer
Simplex plodder
Noodles
MILLING
Soap ribbons
Cutting machine
Cakes
Stamping Machine
Wrapping machine
Led through the conveyor belt SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA Page 65

SWOT ANALYSIS OF KS&DL
STRENGTHS Only soap in India that contains pure sandal and almond oil. Certified by ISO Worlds largest production of sandal wood oil. Brand name from decades in soap market. It has very good dealership network in south which ensures that the products reach every customer. Diversified product range helps the company to maintain stability.
WEAKNESSES Distribution network weak in north and east. Absence of television advertisement. Neglecting freshness aspect. High oriented cost due to excessive labour force. Low turnover resulting in low profit.
OPPORTUNITIES Traditional benefits that sandal is good for skin. Skin care is just gaining importance among consumers. Government support and large production capacity. Advantages of being in the industry for a long time. Existence of vast market and huge demand.
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THREATS Other competitors products such as Rexona, Moti, Santoor etc., There is a need for renovation of plant and machinery. Government Policy may reduce growth potential. Entry of new multinationals in Soap business.
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DATA ANALYSIS AND INTERPRETATION

The science of statistics involves four major stages: collection of data, presentation of data, analysis of data, &interpretation of data. The presentation of general conclusion to the common people on the basis of scientific analysis of data is a very difficult task requires a high degree of skill, care judgment and objectively, in the absence of all these there is very likelihood of the data being misused to prove things that are not at all true.
Basis for the calculation of variance: Revised estimate has been taken as the budgeted figures for the calculation of variance because it is governments base company some of the information is hidden. The approved budget and variance of the parameter such as the proposed budgets bo other units.
Variance (%)={budgeted estimate actual}
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Table no: 1
Sales budget:
A sales budget is a forecasting of the total sales to be achieved the budget period. Table showing variance between actual & estimates in sales budget for year 2009, 2010, 2011, 2012, and 2013, respectively.
Sales budget showing (in crores) Particular Estimates Actual variance 2009 1610389 1533704 76685 2010 1738401 1687743 50658 2011 1699708 1653720 45988 2012 2110400 2074591 35809 2013 2215920 2182681 33239
Interpretation: In year 2009 the estimates is more than actual by76685 and in 2010 again estimates exceeds by 50658, in 2011 the actual is less than estimated by 45988 and same follows in2012 by 35809 and in 2013 also actual is less than estimates i.e.by 33239.
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GRAPH NO: 1
Graph showing variance between Estimate and Actual for the year 2009, 2010, 2011, 2012, and 2013.
varianceof Estimates sales and Actual sales

90000 80000 70000 60000 50000 40000 30000 20000 10000 0 2009 2010 2011 2012 2013 variance
Inference: This graph clearly indicates that company is trying to meet estimated sales and there by trying reduce the variance which shows the better performance of the company. The actual is increasing by using various marketing strategies like promotion , advertisement etc.
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Table no 2: Inventories budget: Table showing variance between Actual &Estimates in inventory budget for year 2009, 2010, 2011, 2012,& 2013, respectively.
Inventory budget showing (in crores) Particular Estimate Actual Variance 2009 296012 284171 11841 2010 407452 397228 10224 2011 517605 508488 9117 2012 525234 516247 8987 2013 535738 528142 7596
Interpretation: In the year 2009 the estimated inventory is more by 11841 and in 2010 its more by 10224 and the actual inventory is less than estimates by9117 and in 2012 the estimates is more by 8987 and in 2013 the estimates is exceeds by actual by 7596.
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Graph no:2 This chart showing variance between actual &estimates in inventory budget for the year 2009, 2010, 2011,2012, &2013, respectively.
Variance between Actual and Estimated Inventory

14000 12000 10000 8000 6000 4000 2000 0 2009 2010 2011 2012 2013 variance
Inference: In the year 2009 the estimated inventory is more because the company was facing recession problem, in2010 the company tried to manufacture more products so inventory was more than actual in 2011 the company started importing fatty acids from other country so inventory was excess and in 2012 the company expected more sales so purchase of inventory is excess and in 2013 the company using various marketing strategies and expecting more sales purchase of more inventory.
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Table no: 3 Table showing turnover of KSDL for last 5 year Total turnover of 5 year& profit before &after tax (i.e. in cores) Year 2009 2010 2011 2012 2013 Turnover 16939.19 17890.59 18106.82 23112.33 24961.31 Profit before tax 1170.85 1348.85 1027.59 2017.47 2547.16 Profit after tax 1168.14 931.112 639.52 1345.18 1784.42
Interpretation: The turnover in the year 2009 was 16939.19, it increased to 17890.59, and in 2011 it was further increases to 18106.82 then in 2012 it was 23112.33 and in 2013 it increased to 24961.31.
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Graph no: 3 Graph showing turnover of KSDL for last five year.
turnover
25000 20000 15000 turnover 10000 5000 0 2009 2010 2011 2012 2013
Inference: The above graph shows that turnover of KSDL company, where in the turnover increases year by year this shows the profitable position of the company in favorable condition & the financial management of the fund is good.
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Table no: 4 Production budget: The production budget is an estimate of the quantity of goods that must be produced during the budget period. The aim of the production function will be presumably to be supply finished goods of a specified quantity to meet making demands.
Production=sales+ closing stock- opening stock
For the year ending 31st march 2009
Products
Soaps(MTs)
Detergents(MTs)
Sandalwood oil (mts) 0.025 0.617 0.825 1.068
Talcum powder (mts) 394.932 75.484 122.933 245.095
Agarbathies (mts) 170.231 24.896 32.929 162.198
Sales Closing stock Opening stock Production
7554.961 1868.13 1427.262 77199.810
2813.343 286.756 285.633 2814.466
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PRODUCTION FOR 2009
Soaps(MTs) Detergents(MTs) Sandalwood oil (mts) Talcum powder (mts) Agarbathies (mts)
For the year ending 31st march2010
products Sales Closing stock Opening stock production
Soaps(MTs) 7912.981 2248.86 186.14 8293.033
Detergents(MTs) 2896.24 619.873 286.766 3229.841
Sandal wood oil(mts) 0.050 0.094 0.617 1.002
Talcum powder(mts) 159.121 28.185 24.89 162.401
Agarbathies (mts) 364.953 59.605 75.484 327.906
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PRODUCTION FOR 2010
Soaps(MTs) Detergents(MTs) Sandal wood oil(mts) Talcum powder(mts) Agarbathies (mts)
For the year ending march 2011 products Sales Closing stock Opening stock production Soaps(MTs) 7730.86 2121.87 2248.18 7604.550 Detergents(MTs) Sandalwood oil (mts) 2031.979 0.050 630.685 619.873 2042.491 0.004 0.94 1.372 Talcum powder(mts) 274.994 43.064 59.605 258.450 Agarbathies (mts) 158.84 79.814 28.185 210.477
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PRODUCTION FOR 2011

Soaps(MTs) Detergents(MTs) Sandalwood oil (mts) Talcum powder(mts) Agarbathies (mts)
For the year ending 31st march 2012 Products Soaps(MTs) Detergents(MTs) Sandalwood oil(mts) 1924.882 399.466 630.685 1693.663 0.040 0.015 0.004 1.616 Talcum powder(mts) 331.933 58.259 43.064 347.128 Agarbathies(mts)
Sales Closing stock Opening stock production
8966.171 1396.967 2121.873 8241.265
142.505 82.599 79.814 145.290
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PRODUCTION FOR 2012

Soaps(MTs) Detergents(MTs) Sandalwood oil(mts) Talcum powder(mts) Agarbathies(mts)
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Table no:5
Sales overhead budget for the year 2010, 2011, 2012,and 2013. S. no 1 2 3 4 5 6 7 8 particulars Carriage outwards Advertisement and publicity Sales promotion and distribution C &f charges Commission to sales agents Bad debts Housekeeping expenses Miscellaneous expenses Total 2010 32970763 85758972 118708554 12902013 13907460 26985274 1972344 2021484 295226864 Amount 2011 2012 34056393 35289203 102016129 119045841 13781310 18020436 832377 2381729 1734534 291868749 59031105 102493145 14427130 10048232 271862 2840212 1289822 225690711 2013 35994987 60152695 103518076 15148486 10450161 266424 2982222 1135043 229648094
Trend analysis in sales overhead cost budget years 2009-10 2010-11 2011-12 2012-13 Interpretation:
In the year 2010 the sales budget was highest with rs 229648094 due to media advertisement and in 2011, 2012 and 2013, the sales overhead is decreased.
Value in rupees 295226864 291868749 225690711 229648094
% value with respect to base year 100% 98.86% 76.44% 77.78%
Graph no:5 TREAND IN SALES OVERHEAD BUDGET

350000000
300000000
250000000
200000000 Series1 150000000
100000000
50000000
0 2009-10 2010-11 2011-12 2012-13
Inference:
Sales overhead cost budget increases in the year 2009-2010 as there a hike in advertising &publicity selling and distribution expenses. In year 2010-2011 the sales overhead budget decreased approximately because of importing fatty acids from foreign countries.
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Table no:6 Direct raw material budget: The direct material budgets specifies the budget of quantities of each raw material required for the budgeted production the requirement to purchase of direct material can be calculated with the help of the following formula. Purchase=closing stock + usage - opening stock
table showing variance between actual and estimates in direct materials consumption budget for the year 2009, 2010, 2011,2012, and 2013. Years 2009 2010 2011 2012 2013 Actual 801392834 775383439 818064390 980628009 Estimates 781527340 796754340 801323456 975634569 Variance 20401003 (21371135) 16740934 4993440
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Table no:7
Administration cost budget:

It is an organization cost which will be incurred for the activities like : formulation of policies, directing the organization, and controlling the operations of an organization etc.
Table showing variance in administration cost budget for the year 2009, 2010, 2011, 2012, and 2013.
Years 2009 2010 2011 2012 2013
Actual 309903741 318194729 347366056 354630364
Estimates 290911654 331645265 321645905 350000565
Variance 18992087 (13803536) 25720154 4629799
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Graph no :7 Chart showing variance in actual estimated administration cost budget for the years 2009-2013
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FINDINGS
The study of budgetary control system in Karnataka soaps &detergent limited is based on budget document &budget period for the year 2009, 2010, 2011, 2012 &2013. The budget period in ks & dl is the financial year commencing from April 1 st to next year march 31st. They prepare master budget and performance budget. There is a full participation of person being made responsible in the process of achieving the desired objective. All the budget approvals are furnished monthly. The detail analysis of budgeting system reveals that there are variances between the budgeted estimates and actual.
Summary of findings
The actual sales were less than estimated sales because of high MRP , market share is low media advertising is restricted only to south. In case of inventory budget, actual was less compared to estimates so company shows a favourable position. The company has achieved a net turnover of 181,07 crores compared to the previous year. The performance of the company is indeed credible in the context of recessionary trends, increase in cost of inputs, tough competition. In the midst of very stiff competition sales in terms of quantity so, as to achieve an increase in market share and has taken several measures to ensure that company profitability lines lines are broad based. In case direct material consumption budget, actual exceeded estimates in the year 2009, 2011, 2012,&2013 because high transportation charges, rise in prices of raw material but for the year 2010, actual cost was less than estimated because material cost was more.
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Suggestion:
Monitoring mechanism needs to be improved for effectiveness of budgetary control, steps should be taken to find out variance between the budgeted figures. And the reason for such variance should be taken accordingly. A variance analysis of the budget should be conducted for avoiding serious problems It is recommended that the company should purchase raw material like palm acid, other oil and fatty acids at lower process. And not to stock inventories for long period and should undertake the sale of finished goods but increasing the sales promotion activities. It is recommended that the company should give more attention to media advertising so that it can attain high products awareness in north and other parts of India. The pricing policy should be reviewed keeping in mind the competition price and there by enhance the market share. The company should improves its ability to meet its short term obligation and make prompt payment to creditors. And it is recommended to maintain working capital at optimum level and care should be taken that working capital is not blocked up in the form of huge inventory. It is recommended to adopt continues budget where future costs or activities can be forecasted by the use budgets. The company should adopt some of the recent techniques for controlling costs and maximizing their profits. The company should cmpete in global markets with the competitive price of the product. The standard cost should be reviewed every six months and the company should calculate variance. Close inspection must be undertaken as repairs, exact and power consumption by each product.
Conclusion:
The study aims at finding out the financial estimates of ksdl to identify actual status in terms of profitability and financial position to carry out variance analysis and suggest measures to control these variance. KS&D L has dominated the market position in large and medium size markets rotating various types of products from baby soaps to perfume for over the year it has built reputation and enjoys goodwill in domestic and international market.

The variance may be controllable / uncontrollable. Therefore from control point of view, short term budgets are taken in to consideration. The key factor for preparing various budgets is the sales budget. The variances with regards to sales, material consumption budget, inventories budget, and administration cost budget have much influence over profit earning capacity as well as smooth functioning of an organization. The cause of variance will give an idea about loss incurred by the company. The idea to control variance by adopting variance tools and techniques for budget control. The company is doing very well given the stiff competition in the soap market. Attitude and behaviour of employees towards the customer is satisfactory. Advertising the products has proven much effective attractive for a few products, it has to be made more effective for each and every products. The quality and quantity of products is satisfactory for the consumer.
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BUDGETARY CONTROL AT KS&DL

Meaning of financial management

BUDGETARY CONTROL AT KS&DL

Finance function includes:

BUDGETARY CONTROL AT KS&DL

BUDGETARY CONTROL AT KS&DL

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BUDGETARY CONTROL AT KS&DL

1.4 Objectives of budgetary control

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BUDGETARY CONTROL AT KS&DL

1.5ADVANTAGES OF BUDGETARY CONTROL

Tools for measuring performance:Page 6

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BUDGETARY CONTROL AT KS&DL

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BUDGETARY CONTROL AT KS&DL

1.6 LIMITATIONS OF BUDGETARY CONTROL:

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BUDGETARY CONTROL AT KS&DL

INSTALLING A BUDGETARY CONTROL SYSTEM:

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BUDGETARY CONTROL AT KS&DL

1.9 Essentials of Budgetary Control

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BUDGETARY CONTROL AT KS&DL

1.10 BUDGETING SYSTEM IN K.S&D.L

BUDGETARY CONTROL AT KS&DL

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BUDGETARY CONTROL AT KS&DL

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

Material budget, production budget, plant utilization

Sales budget, advertising budget, selling and distribution.

Production cash budget

Administration cost budget

Capital expenditure budget

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

BUDGETARY CONTROL AT KS&DL

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

The benefits achieved at levels of finding are analyzed.

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

TITLE OF THE STUDY

STATEMENT OF THE PROBLEM

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

SCOPE OF THE STUDY

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BUDGETARY CONTROL AT KS&DL

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA

BUDGETARY CONTROL AT KS&DL

SESHADRIPURAM FIRST GRADE COLLEGE, YELAHANKA