A
PROJECT REPORT
ON
INVENTORY MANAGEMENT- PURCHASE AND
PROCUREMENT PROCEDURES
AT
IOCL (BARAUNI REFINERY)
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SUBMITTED TO
SINHGAD INSTITUTE OF MANAGEMENT
SUBMITTED BY
KRITIKA
(2009-2011)
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SINHGAD INSTITUTE OF MANAGEMENT
VADGAON(Bk),PUNE-4
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DECLARATION
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?PURCHASE AND PROCUREMENT PROCEDURES AT IOCL
BARAUNIr?
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Signature of Student
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ACKNOWLEDGEMENT
This project was a formidable task but from the active guidance
and help within and outside the organization and institution, the tasks was
performed by me.
Last but not the least, I wish to remember with the deep sense of
gratitude the encouragement provided to me by my parents and colleagues for
their consistent encouragement, cooperation and inspiration bestowed on me,
which has been indispensable for my project.
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TABLE OF CONTENT
7. FINDINGS 95-97
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EXECUTIVE SUMMARY
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Petroleum oil is the lifeline of modern civilization. It is needed equally for both domestic and
industrial purposes. Its demand has increased multiple-folds and yet to increase on war scale due
to rapid industrialization and fast urbanization. Both developed and developing countries are
utilizing oil resources continuously for their progress and prosperity. In such a situation, oil
products management becomes very important because oil resources are non renewable or
conventional sources of energy. Oil companies employ many techniques to minimize purchase
and inventory costs to enhance profits.
Indian Oil Corporation Ltd. (Indian Oil) is India's largest commercial enterprise, with a sales
turnover of Rs. 2,47,479 crore (US $ 61.70 billion) and profits of Rs. 6,963 crore (US $ 1.74
billion) for the year 2007-08. Indian Oil is also the highest ranked Indian company in the
prestigious Fortune 'Global 500' listing, having moved up 30 places to the 105th position in
2009. It is also the 18th largest petroleum company in the world. For the year 2007-08, the
Indian Oil group sold 59.29 million tonnes of petroleum products, including 1.74 million tonnes
of natural gas, and exported 3.33 million tonnes of petroleum products.
The Indian Oil Group of companies owns and operates 10 of India's 20 refineries with a
combined refining capacity of 60.2 million metric tonnes per annum (MMTPA, .i.e. 1.2 million
barrels per day). These include two refineries of subsidiary Chennai Petroleum Corporation Ltd.
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(CPCL). The Corporation's cross-country network of crude oil and product pipelines, spanning
more than 10,000 kms and the largest in the country, meets the vital energy needs of the
consumers in an efficient, economical and environment-friendly manner. Indian Oil is investing
Rs. 43,393 crore (US $10.8 billion) during the period 2007-12 in augmentation of refining and
pipeline capacities, expansion of marketing infrastructure and product quality upgradation as
well as in integration and diversification projects.
In financial parlance, Inventory is defined as the sum of the value of raw materials, fuels &
lubricants, spare parts maintenance consumables, semi processed materials and finished goods at
any given point of time. Operational definition of Inventory would be: "The amount required raw
materials, fuels, lubricants, spare parts and semi-processed material, stocked for smooth running
of the plant". Since these resources are idle when kept in stores, inventory is defined as an idle
resource of any kind having an economic value.
In a nut shell, Inventory control, therefore deals with determination of optimal procedure for
maintaining stocks to ensure continued availability of required materials but avoids storage of
excessive and obsolete stocks.
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1. Primary Objective
ÿ To Study Purchase Procedure & Procurement Process of IOCL- Barauni
Refinery.
2. Secondary Objectives
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2. All the information could not be made public by the organization due to confidentiality.
4. Report is based on the information made available by the company, consultation with
guides and self studies (internet and books).
A.? The report is related to materials and oil inventory management. It may not be not be
applicable to other kind of inventories like clothes, books etc. where a few raw materials
are required.
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1.4 LIMITATIONS:-
1.Within the short span of time available and considering the large organization, it has
not been possible to make a complete and exhaustive study. Data was collected and
analyzed on the basis of consultation with guides and self studies (internet and books).
2.No secondary data and previous records based on studies made earlier related
to the subject were available at the time, which would have given a better
insight about the topic.
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Indian oil was formed, as a joint venture between Oil Company and
government of India but later become fully owned government undertaking, it
continues to be canalizing agency for important cure oil and major petroleum
products on behalf of oil industry in India.
A company, Indian refineries limited, was set-up in the year 1958 to refine
crude oil. Another company, namely Indian oil company limited, was
incorporated in the year 1959 to market the products. In 1964 both companies
were merged and Indian oil corporation limited (IOCL) was born. In 1981
Assam oil company, a private sector oil company was nationalized and merged
with IOCL.
Indian Oil Corporation ltd. Is currently India¶s largest company by sales with a
turnover of Rs. 2, 85, 337 crore and profit of Rs. 2950 crore for the year 2008-
09 the highest ±ever for an Indian company. Indian oil is also the highest
ranked Indian company in the prestigious fortune µglobal 500¶ listing, having
moved up 20 places to the 105th position in the year 2009. It is also the 18th
largest petroleum company in the world and number one petroleum trading
company among the national oil companies in the Asia-pacific region.
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The corporation is celebrating the year 2009 (30th June to 1st September) as its
golden jubilee year ISO (9002).
Indian oil and its subsidiaries account for 49% petroleum products market
share, 40.4% refining capacity and 69% downstream sector pipeline capacity
in India. The Indian oil group of companies owns and operates 10 of 19
refineries with a combined refining capacity of 60.2 million metric tons per
annum (mmtpa). Indian oil started its oil refining operation in 1962 from
Guwahati refinery. In its 50 years of refining, 10 refineries have come up , at
Barauni (1964), Gujarat (1965), Haldia (1974), Digboi (1981), Mathura
(1982), Panipat (1998) and subsidiary refineries ± Bongaigaon refinery
(2.95mmtpa), Chennai petroleum ( mmtpa).
2.2(a) Vision:
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2.2(b) Mission:
To cultivate high standards of business ethics and total quality management for
a strong corporate identify and brand quality.
To help enrich the quality of life of the community and preserve ecological
balance and heritage through a strong environment conscience.
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ÿ Empathy
ÿ Understanding
ÿ Co-operation
ÿ Empowerment
ÿ Innovation
ÿ Creativity
ÿ Ability to learn
ÿ Flexibility
ÿ Change
ÿ Passion
ÿ Commitment
ÿ Dedication
ÿ Pride
ÿ Inspiration
ÿ Ownership
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ÿ Trust
ÿ Delivered promises
ÿ Reliability
ÿ Dependability
ÿ Integrity
ÿ Truthfulness
ÿ Transparency
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ÿ To create a strong r &d base in the field of oil refining, and stimulate the
development of new petroleum products formulation with a view to minimize/
eliminate their imports.
ÿ To works towards the achievement of the self-sufficiency in the field of
oil refining by setting adequate domestic capacity and to built up expertise for
pipe lining for crude/petroleum product.
ÿ To minimize the fuel consumption in refineries and stock losses in
marketing operation to affect energy conservation.
ÿ To further enhance distribution network for providing assures service to
customers throughout the company through expansion of reseller network as
per marketing plan/government approval.
2.A Financial:-
ÿ To ensure adequate return on the capital employed and maintain a
reasonable annual dividend on its equity capital.
ÿ To ensure maximum economy in expenditure
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ÿ Indian oil has its head office as well as corporate office at New Delhi. The
registered office of corporation is in Mumbai.
ÿ Director (pipelines)
ÿ Director (marketing)
ÿ Director (finance)
ÿ Director (hr)
ÿ Director (r & d)
The working of corporation's five divisions, namely (i)refineries
division, (ii) marketing division iii) pipelines division iv) R&D centre and (iv)
Assam oil division are co-coordinated by a full-time chairman. These four
divisions are headed by director (refineries), director (marketing), director
(pipelines) and director (R&D) respectively. Director (refineries) is also the
director in charge of Assam oil division.
The corporation is broadly divided into five divisions namely, refineries,
pipelines, marketing division, research & development and Assam oil division.
It also has a wholly owned subsidiary i.e. Indian oil blending limited.
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The divisional objectives are focused towards fulfilling the objectives and
obligations of the corporation. The major factor contributing towards the
success story of Indian oil today is its integrated approach in keeping the
divisions together.
The chairman, Indian oil, has created a new IBP division, towards achieving
smooth and seamless integration of business activities. It shall be our
endeavour to integrate the various business segments of erstwhile ibp with
similar business segments of the respective divisions of Indian oil at the
earliest so as to achieve the objectives of synergy, consolidation and
optimization of resources, he added.
Director (hr), Indian oil, and managing director of IBP till now, shall hold
additional charge as director-in-charge of the division.
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Refineries Products
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The industrial jewel of Bihar is the second public sector refinery in the chain of
seven operating refineries of Indian oil corporation limited (IOCL), located at
Barauni in Begusarai district of north Bihar. It is one of the biggest size oil
refinery owned and managed by IOCL. It is the first major industry established
in north Bihar which is predominantly an agricultural area.
The refinery was designed and constructed with the assistance of the
government of erstwhile USSR and limited participation of Romania with an
initial cost of 49.40 crores. The construction activity of the refinery
commenced in 1962 and it went on stream in the year 1964. Barauni refinery
was dedicated to the nation by prof. Humayun Kabir, the then union minister
of petroleum and chemicals, government of India on January 15, 1965.
Initially the refinery was set up with the refining capacity of 2.0 million metric
tonnes per annum (mmtpa) of Assam crude through the Naharkatiya-Barauni
pipeline with two crude distillation units of 1.0 mmtpa capacity each. These
units were commissioned in phase, the first in july 1964, and the second unit in
February 1966. After de-bottlenecking, revamping and expansion project, its
capacity today is 6 mmtpa.
Barauni refinery was initially designed to process low sulphur crude oil (sweet
crude) of Assam using the refining technology sourced from other countries
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like, Russia, etc. After establishment of other refineries in the northeast, Assam
crude is unavailable for Barauni. Hence, sweet crude is being sourced from
African, south east Asian and middle east countries like Nigeria, Iraq &
Malaysia. The crude is brought up to Haldia by very large crude carriers
(vlccs) from where it is pumped through pipeline to Barauni. With various
revamps and expansion project at Barauni refinery, capability for processing
high -sulphur crude has been added ² high-sulphur crude oil (sour crude) is
cheaper than low sulphur crudes ² thereby increasing not only the capacity
but also the profitability of the refinery.
Other processing units of the refinery include two coking units, lpg recovery
unit (lru), catalytic reforming unit (cru), coke calcinations unit, phenol
extraction and solvent de-waxing unit, wax hydro finishing unit, etc. But now,
many of these units have been closed on the basis of economic consideration.
An lpg bottling plant has also been established which is able to fill 3500 to
4000 cylinders per day. A captive power plant has also been established to
meet the steam and power requirements of the refinery
February 16, 1999 was a red-letter day in the history of Barauni refinery. On
that day, the 498 km long Haldia-Barauni crude oil pipeline commenced its
crude supply to the refinery, which was earlier dependent on assam crude oil
only. Thus, the refinery now receives the imported crude oil from haldia port.
Barauni refinery is among the few refineries in the world to have gained the
prestigious iso-9002 certificate for its quality management system, iso-14001
for the environment management system, ohsas and ohsms-18001 for the
occupational health and safety system.
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Barauni refinery is located near the northern bank of river Ganga at Barauni in
Begusarai district of north Bihar. The river Ganga flows around 8 km away
from the refinery. The refinery is strategically located on the crossroads of two
important national highways, nh-30 & nh-31, and the two important railways,
eastern railways & north eastern railways. The refinery is 125 kms from Patna
and about 8 kms from the Begusarai town and is surrounded by the villages
like, Bihat, Mahna, etc to name a few. This whole area is known just because
of the refinery.
ÿ Production department
ÿ Maintenance department
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ÿ Project department
ÿ Inspection department
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' Non ± technical departments
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Purchase
Central stores
Finance department
Vigilance department
Security
Each department is headed by the chief / senior manager who is assisted by the
officers in the various key positions in day-to-day operations of the
departments.
Morning shift : 6 am ± 2 pm
Evening shift : 2 pm ± 10 pm
Night shift : 10 pm ± 6 am
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At Barauni refinery, there are two cadres of employees ± µofficers¶ and µnon-
officers or non-executive¶ cadre.
In the category there are nine grades. Grade ± µi¶ is the senior most
whereas grade ± µa¶ is the junior most in this category.
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In category grade ± µ1¶ is the junior most and grade ± µ8¶ is the
senior most. This category is also known as µstaff¶ category
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[the canteen management committee has 11 members apart from the chairman
Mr. B. K. Singh, and the convener Mr. K. Choudhary.]
The refinery offers a wide range of facilities and services to its employees,
both officers and non-officers. Some of the major services are mentioned
below:
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Transportation
Townships and guest houses
Canteens
Medical services
Schools and scholarships for employee¶s children
Sports and other recreational events & functions
Holiday homes for officers at Shimla & Manali, and for workmen at Manali,
Darjeeling, Goa, and Massoori
The year 2008-2009 saw Barauni refinery achieve the highest ever ± crude
throughput of 5.94 mmt, beating the previous best of 5.63 mmt, which was
achieved in 2007-08, along with sustaining the distillate yield of more than
85% (i.e., 85.7%) year after year.
Barauni refinery achieved the lowest ever 65.5 mbn of energy in the year
2008-09. It reduced its energy consumption by almost 10% over the previous
fiscal year of 2007-08. The Barauni refinery is striving harder to reduce its
energy consumption even further in the year 2009-10. Its dream mbn target is
58.
The refinery¶s excellent safety record during the year 2008-09 is another
feather in its caps. In a recently concluded internal audit, Barauni refinery
coker unit was declared as a zero steam leak unit. In addition it has also
avoided any accidents in the unit during the year 2008-09. The oil India safety
directorate awarded Barauni refinery the 1st prize for µbest safety performance¶
in group ± 1 (refineries).
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The Barauni refinery was awarded the centre for high technology award for
furnace / boiler efficiency. This must be the first of many such awards.
Barauni refinery, the lifeline of Bihar not only meets the demand of vital
petroleum products of the state but also nourishes the growth of industries all
around. It has been acting as a great synthesizer of a traditionally agrarian
economy with industrial development ushering in prosperity. So, the refinery is
often called as luminous jewel, reflecting the development of Bihar.
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3.1
INVENTORY MANAGEMENT
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·.1.1MEANING
Inventory management is concerned with keeping enough products on hand to avoid running
out while at the same time maintaining a small enough inventory balance to allow for a
reasonable return on investment. Excessive level of inventory results in large inventory
carrying cost . An efficient system of inventory management will determine :-
A) What to purchase?
B) How much to purchase?
C) From where to purchase?
D) Where to store?
configured to ware house, retail or product line will help to create revenue for the company.
Inventory management is the active control program which allows the management of sales,
purchases and payments. Inventory management software helps create invoices, purchase orders,
receiving lists, payment receipts and can print bar coded labels. An inventory management
software system
The petroleum refining industry has effectively embraced the software solutions to optimize
the business supply chain to maximize the profit margins and create order in the chaos of
numerous opportunities and challenges. The supply chain of a typical petroleum refining
company involves a wide spectrum of activities, starting from crude purchase and crude
transportation to refineries, refining operations, product transportation and finally delivering
the product to the end user.
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·.1.4TYPES OF INVENTORY
ÿ Raw Material : An inventory of raw material allows separation of production scheduling
from arrival of basic inputs to the production process.
ÿ Work ±In ± Progress : An inventory of partially completed units allows the separation
of different phases of the production process.
ÿ Finished Goods : An inventory of finished goods allows separation of production from
selling.
ÿ Cash & Marketable Securities : Cash & Marketable Securities can be thought of as an
inventory of liquidity that allows separation of collection from disbursement.
Inventory of finished goods should be maintained at sufficient high level so that the
demand of customers may be fully satisfied .Similarly , inventory of raw ± materials should
also be sufficient so that manufacturing process can be run smoothly. In case of
inadequate inventory of finished goods , there is always risk of being out ± of ± stock and
in case of inadequate inventory of raw materials , there is always a risk of manufacturing
process being halted. Therefore the major responsibility of inventory management is to
determine the sufficient level of inventory required in business .
Since inventory is a major asset and it involves a lot of funds ,inventory level should not be
excessive. Excessive inventory increases costs because extra funds are involved in it
.Therefore , inventory management also tries to minimize the sufficient level of inventory.
Thus , both inadequate & excessive quality of inventory is undesirable in the business.
Inventory management should maintain the inventory at sufficient level so that it is neither
excessive nor short of requirement.
The Term inventory management includes two conflicting tasks :-
1) To maintain a sufficient large size of inventory to meet the demand of finished goods
& to meet the demand of raw material by production department. 2) To keep the investment in
inventories at minimum level by efficiently organizing the
purchase & sales operations.
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·.1.9COST OF INVENTORIES
Relevant inventory costs which change with the level of inventory are lister below :-
·.1.10NEED OF INVENTORIES
ÿ Transactive Motive
ÿ Precautionary Motive
ÿ Speculative Motive
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a)Ordering Cost ± These costs are associated with the purchasing or ordering of
materials. This cost of ordering includes :
ÿ Paper work cost , typing & dispatching
ÿ Order inspection cost , checking & handling.
b) Non - Ordering Cost - These are the costs for holding the inventories. This cost
involves:
ÿ Capital Cost.
ÿ Storage & handling cost.
ÿ Insurance.
ÿ Taxes.
ÿ The cost of funds invested in inventory.
4) A-B-C Analysis :-
The materials are divided into three categories viz , A, B & C
Category ± A :
Under this almost 10% of the items contribute to 70% of value of consumption.
Category ± B :
Under this category 20% of the items contribute about 20% of value of consumption.
Category ± C :
Under this category 70% of the items contribute about 10% of value of consumption.
A) VED Analysis :-
The VED Analysis is used generally for spare parts. The requirements & urgency of spare
parts is different from that of materials. Spare parts are classified as:
Vital (V) , Essential (E) , Desirable (D)
Vital spare parts:
These are most for running the concern smoothly.
Essential spare parts:
Necessary but stock kept at low figures.
o) HML Classification:
The HML( High, Medium, Low) Classification is similar to ABC Classification , but in this
case instead of the assumption value of the item , the unit value of the item is considered.
7) XYZ Classification:
The XYw Classification has the value of inventory stored as the basis of differentiation. X
items are those whose inventory values are high while w items are those whose value is
low.
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ß In Indian Oil Corporation Limited A-B-C Analysis technique is used for inventory
management.
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·.2
INVENTORY MANAGEMENT-
PURCHASE AND PROCUREMENT
PROCEDURES AT IOCL BARAUNI
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2). Budget est imat e for next year and revised budget for current financial year is
requ ir ed t o be made by each unit and have to be submit t ed t o t he head quart er b y
Sept ember in prescr ibed Per for ma. Quart er ly mo nit or ing o f t he pur chase budg et
to be do ne at t he unit level and t he per formance report has t o be sent to t he head
o ffice. In respect of t he invent ory cont rol it ems t here should be st r ict ly
co nt ro lled wit h reference t o amount provided in t he budget s. As t he it ems u nder
invent o r y cont ro l are vo luminous, init ial cont rol may be in respect of A and B
class it ems.
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·). INDENTING:-
R = CA (L-·) + Cmax
Where R = ROL
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Fo r each cat egor y o f it ems, indent shall be prepar ed in S AP aft er due appro val
o f t he co mpet ent aut horit y, ma y be sent to t he purchase sect io n. The t hir d co p y
will be ret ained by invent ory co nt rol sect ion for record.
Indent s shall be prepared separ at ely for each cat egor y of st ores in t r iplicat e.
Indent s pert aining to addit io nal facilit ies and project mat er ials against appro ved
cap it al budget and spare part s, piping mat er ial, consumables st ore et c. sought to
be pro cured under revenue budget , and shall be rout ed t hrough invent ory co nt ro l
sect io n who shall indicat e present st ock, pending orders, if any, as well as
availab ilit y o f surplus mat er ials at our var ious unit s eit her of t he same
spec ificat io n or alt ernat e mat er ial o f higher grade against each o f t he it ems
int ended.
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Wherever t he mat er ial is not available fro m t he surplus st ock or alt er nat ive
spec ificat io n fro m t he exist ing st ock, a cert ificate fro m t he mat er ial manager is
to be o bt ained as under:-
³T he it ems int ended are not available eit her fro m the regular st ock or surp lu s
list o f a ll our unit s.´
Indent s should be co mplet ed in all respect s and shall necessar ily inc lude t he
in fo r mat io n of previous source of supply (if known) and t he rat e and purchase
o rder reference against which t he supp ly was received ear lier.
The ind ent can be appro ved by t he fo llo wing aut hor it y according t o t he financial
limit s prescr ibed as per delegat io n of powers.
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Open tenders
Limit ed tenders
To ensure t hat t he procurement o f mat er ial o f proper qualit y fro m reliable and
co mpet ent manufact urer is done, a list of select ed vendors shall be maint ained
fo r each cat egor y of equipment and mat er ial by each unit . Limit ed t ender s
enqu ir ies up t o t he value o f Rs. 100000 should be sent by under cert ificat e o f
po st ing and above Rs. 100000 by regist er ed post only. T his was t he ear lier u sed
met ho d.
Single tenders
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ÿ Cash purchases wit hin t he limit as pr escr ibed fro m t ime t o t ime is
per miss ible o n sing le t ender basis subject to ascert aining reasonabilit y o f
pr ice at a level o f deput y manager and above.
Bes ides t he abo ve modes o f t ender ing, t he fo llo wing met hods o f procurement o f
mat er ials for expedit ious supply and t o reduce procurement lead t ime ar e
fo llo wed:-
ÿ Repeat orders
ÿ Cash purchases
ÿ E mergency purchases
ÿ DGS &D rat e/running cont ract
Repeat O rders
Where t he same it em has t o be purchased ident ical in all respect s, a repeat order
ma y be placed wit h t he approval o f t he co mpet ent aut hor it y provided t he
fo llo wing condit io ns are sat isfied:
' That t he origina l order against which repeat order is being co nsidered was
no t placed ear lier t han six mo nt hs.
' That t he quant it y proposed to be purchased is less t han or equal t o t he
quant it y or igina lly ordered.
' That t here has been no reduct io n in t he market rat es of similar market ever
since t he original ordered was placed.
' That t he order was placed as a result of regular t ender enquir y and t he o rder
was p laced on t echnically lowest basis.
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' One repeat order up to t he value of Rs. 25000/- against order would no t
requ ir e any financia l concurrence. However any subsequent repeat orders
wit hin t he abo ve condit io ns shall be placed wit h financial co ncurrence only.
Cash pu rchase
The cash pur chase should be aut hor ized by CMTM/S MTM.
The it ems should be purchased preferably fro m gover nment owned st ores.
E mergency purchases are per missible only in unforeseen cir cumst ances. In all
cases o f emergenc y purchases, t he reaso n for such emergency shall be reco rded
in wr it ing and t he procedure t o be fo llowed as under:-
In case o f it ems cost ing Rs. 10000or less, an o fficer fro m mat er ial depart ment
alo ng wit h t he represent at ive o f user depart ment shall be deput ed t o co llect
quo t at io n by hand fro m minimum o f t hr ee fir ms. A decis io n on t he offer s so
co llect ed may be t aken on t he spot and deliver y o btained immediat ely.
In case of it ems cost ing bet ween 10000 t o 50000 t he head of t he mat er ial
depart ment would const it ut e a commit t ee of DMTM/ MTM and an o fficer each
fro m account s depart ment and t he user depart ment at appropr iat e level, wit h
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aut ho r it y t o visit t he near est market and t o collect minimum o f t hree quot at io ns.
The co mmit t ee so const it ut ed is empowered to t ake decisio n on t he spot .
In case o f it ems cost ing more t han 50000, a co mmit tee consist ing o f
represent at ive fro m account s, mat er ial and user depart ment would be const it ut ed
by GM/ED and t he co mmit t ee would fo llo w t he same procedur e.
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3) Not ice invit ing t enders (copy o f NIT as issued t o press or on t he websit e).
4) General inst ruct io ns t o t he t enderer.
5) General co ndit io n o f t he co nt ract .
In case o f all ot her purchases where foreign exchange is invo lved and/or wher e
value o f purchase is est imat ed to Rs. 50 lakhs or more, t wo-bid s yst em o f
t ender ing shall be fo llo wed.
·.2.2.a Introduction
Materials, fuels & lubricants, spare parts maintenance consumables, semi processed materials
and finished goods at any given point of time. In financial parlance, Inventory is defined as the
sum of the value of raw materials.
Operational definition of Inventory would be: "The amount of required raw materials, fuels,
lubricants, spare parts and semi-processed material, stocked for smooth running of the plant".
Since these resources are idle when kept in stores, inventory is defined as an idle resource of any
kind having an economic value.
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' Protection against uncertainties of demand & supply which can not be predicted with
sufficient accuracy.
' In periods of rapid price rise, higher inventory levels may well have to be accepted.
Inventory management becomes very difficult if there are a large number of items to be stocked
e.g. in case of IOCL where each refinery is having a stock of more than · ?items. ABC is
basic analytical management tool which enables the management to exercise selective control
and place the efforts where the results would be greatest. ABC analysis is based on the concept
of "Vital Few" "Trivial Many".
In order to achieve selective control, the various items are first classified as A or B or C class
items. The classification is done by taking into account the annual consumption value of each
item. These values are usually obtained by looking into last years consumption value of the items
in inventory. The steps involved in classifying items as A or B or C category are as follows:-
(i) Calculate annual issues (in Rs.) for each item in inventory by multiplying the unit cost of the
item by the number of units issued in a year.
(iii) Prepare a list from the ranked items showing item no., unit cost, annual units issued and
annual rupee value of units issued.
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(iv) Starting at the top of the list, compute a running total item-by-item issue value and the
rupees consumption value.
(vi) Compute and list for each item the cumulative percentage for the item count and cumulative
annual issues value.
(vii) Classify the top 10-15 percent of the items as "A" items while the bottom 60 to 70 percent
of the items are classified as "C" items. However, the `balance items between these 2 limits shall
be classified as "B" items.
As per this system supply to be arranged at fixed intervals of time of 3 months. This system can
be followed for process chemicals as the consumption pattern is known. Order to be placed for
yearly requirement for supply in 4 installments, after every 3 months. Review to be done at the
end of the quarter & supply for the next quarter regulated as per requirement
·.2.2.f Spares
Spares may be divided into following groups:
d) Slow moving spare parts and spare parts with erratic consumption, for
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In addition to ABC and VED analysis, the other type of selective analysis that may be used are:
NON MOVING - c
? ?
? ?? ?? ? ? ?? ? ?
??
??
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XYw - Based on inventory values of items. A `X¶ category items has very high inventory value
whereas a `w¶ category item has very slow inventory value.
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?? ??? ?
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?? ???? ? ?? ?
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?? ??? ?
HML ± High unit price (> Rs 1.00 lac), medium unit price Rs 50,000.00 to Rs100,000.00), low
unit price (up to Rs 50,000.00) of the items.
SDE ± Scare, difficult and easy to procure items. Items under this category will be Refinery unit
specific.
The classifications can be effectively utilized for proper selective inventory control.
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ROTOR,DYN
BALANCED,W/CPLG HUB 17,686,323.00 1 EA
PLATINUM IN SPENT K
CATALYST 16,105,348.00 14,607.00 G
BUCKET,TURBINE STAGE 1
KIT,P/N:35306090 8,887,997.00 1 EA
K
DHDT CATALYST ACT 961 7,796,626.00 9,000.00 G
PIPE,SS,EFW,A358TP321,CL1,BE
,10IN,160,H2 7,663,400.91 114 M
PLATE,CS,IS
2062,A,6300x1500x8mm 4,519,704.05 96.749 TO
PIPE,AS,EFW,A691,GR9CR,CL42,
BE,26IN,9.53 4,335,897.89 45 EA
K
DHDT CATALYST ACT 645 4,250,873.00 4,000.00 G
PLATE,CS,IS
2062,A,6300x1500x6mm 4,178,605.45 113.237 TO
SODIUM HYDROXIDE,CAUSTIC
SODA LYE,NaOH 4,028,713.81 198.612 TO
BEND,90,XLR,BW,AS,A387,P12,2
0IN,30 3,913,414.89 15 EA
DIMETHYL
DISULPHIDE(DMDS) 3,683,208.60 24 TO
3,641,467.00 10 EA
FUEL NOwwLE F/GAS
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TURBINE,MS 5001
TEE,EQ,BW,AS,A387,P12,10IN,40 3,630,011.50 52 EA
DRUM,MILD
STEEL,GAL,GAUGE:5 3,611,685.00 2,356 EA
VLV,GT,WEDGE,A217C5,A217C
5,FLG,300,2IN 3,472,725.30 362 EA
PIPE,AS,SMLS,A335,GR.P9,BE,24
IN,160 3,457,028.00 6.2 M
D
R
SERVO LID - 190 KG DRM 3,335,816.88 264 M
PIPE,AS,SMLS,A335,GRP9,BE,10
IN,XXS 3,298,185.56 103.89 M
PIPE,CS,EFW,A672,GRB60,CL.12,
BE,16IN,20 3,244,197.00 537.42 M
PUMP,COMPLETE UNIT,HDA
80/10,KSB 3,221,553.00 1 EA
PLATE,CS,IS
2062,A,6300x1500x5mm 3,121,415.84 80.97 TO
COMP.SEAL,FSL,PC-100CART 3,021,964.54 7 EA
CABLE,AL,3Cx240
sq.mm,XLPE,ARM 2,941,731.13 3,099 M
2,764,286.32 392.25 M
PIPE,CS,EFW,A672,GRB60,CL.12,
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BE,16IN,STD
CABLE,AL3.1/2x300s.mm,PVC
INS,ARM 2,761,966.30 3,534 M
ADDITIVE,FCC
CATALYST,wSM-5 2,667,993.94 7.361 TO
FL,WN,RTJ,AS,A182,F12,10'',300,
40 2,543,455.36 105 EA
CABLE,AL3.1/2x185s.mm,PVC
INS,ARM 2,523,370.00 5,038 M
PIPE,CS,SMLS,A106,GRB,BE,4IN
,40 2,521,237.16 3,098.24 M
PIPE,AS,EFW,A691,1.25CR,CL42,
BE,26IN,10T 2,472,162.58 63.5 M
TUBE,AS,SMLS,A335,P9,BE,101.
6x8.33x8597 2,333,290.82 51 EA
PIPE,AS,SMLS,A335,GR.P9,BE,20
IN,160 2,301,311.00 6.15 M
CHANNEL,CS,IS
2062,A,400x100mm 2,301,017.00 31.32 TO
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T/M,D/P,ELECY,0-2500 MM WC 498,761.44 23 EA
BARRIER,INTER
PHASE,CT,F/6.6kVJYOTI VCB 498,420.00 30 EA
FABRIC ELT
ASSY,MULTILAYER M
COMPOSITE 496,771.00 30 2
TR,DP,SMART,0-5000MMWC 496,705.00 23 EA
TURNSTILE,3/4HEIGHT,90D-
STOP,4WAY,BDR 494,410.00 3 EA
DETECTOR,FLAME(28FD) 492,668.00 2 EA
VLV,CHK,LIFT,A217 C5,A217
C5,FLG,300,8IN 492,649.18 10 EA
PIPE,AS,SMLS,A335,GRP5,BE,3I
N,40 491,768.51 716.89 M
ACCUMULATOR
F/COMP.2MCL,456,BHEL 491,400.00 6 EA
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CABLE
TRAY,MS,200mmx20mmx2.5m 489,896.04 470 EA
MS-BS II -AKI-84(88RON-0.05%
SUL) 489,522.77 39,486.16 KL
COOLER,COMP,2MCL357,BHEL 487,813.00 1 EA
FAN ASSY,C/TOWER,85454-14V-
05,PCT 487,680.00 1 EA
VLV,GLB,ANGLE,BRASS,THD,12
5,8IN 486,340.32 8 EA
T/NATION,AI,16CH,TM117-
AI12,AUG,099-0070 485,692.59 2 EA
PIPE,MS,ERW,IS3589,GR330,BE,2
8IN,7.92TH 384,710.00 49.58 M
CABLE,AL,3Cx150sq.mm,PVC
INS,SHTD,ARM 384,421.25 283 M
PIPE,CS,SMLS,API5L,GRB,BE,8I
N,40 384,404.06 150.7 M
FRAME PROOF
F/MOTOR,PMP,400 TS3,JYOTI 382,620.00 1 EA
PIPE,MS,ERW,IS1239,BLACK,BE,
18IN,9.53TH 381,161.42 260.399 M
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VLV,GLB,A216WCB,A216WCB,F
LG,150,3IN 378,949.09 33 EA
VLV,GLB,A216WCB,A216WCB,F
LG,300,10IN 378,340.66 6 EA
SEAL ASSYCOMP,J.CR,1648
SEAL CART,2.5000 377,143.00 1 EA
T/M,STD924,THL 375,350.04 13 EA
SUPPORT CABLE
ASSY,LOWER,P-101-P-105 311,931.00 3 EA
VLV,ON/OFF,BAL,DIAP,A216,W
CB,FL,300,2IN 311,917.00 4 EA
PIPE,AS,EFW,A672,GRB70,28,12T
HK 311,220.00 11.97 M
BARRIER,ANALOG O/P,MTL
3045 311,143.39 53 EA
PUMP,COMPLETE UNIT,SHD
200/32 N,KBL 311,111.00 2 EA
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CT,200/1-1A,1.5VA 52,563.79 3 EA
SECONDARY SEAL,RPH-ECM-
25-180,KSB 52,560.00 2 EA
ELBOW,90DEG,LR,ASTM A
815,8IN,S20 52,526.00 1 EA
PKG,ROTARYHD,FSL,PBSCART 52,517.96 6 EA
PIPE,MS,EFW,IS3589,410,BE,28I
N,10MM THK 52,437.00 10 M
LAMP,LED
IND,10W,22.5MM,24VDC,LVGP 52,401.51 328 EA
FL,SP.BL,FF,CS,A105,300,4IN 52,387.17 36 EA
CPLG,HALF,TH,CS,A105,3000,1/
2IN,IBR 52,380.34 1,790 EA
BOX,JUNCTION,12ways,FLAME
PROOF 52,378.67 14 EA
T/F,VOLTAGE,6.6kV,100/50VA,J
YOTH 52,335.00 3 EA
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GSKT,SPWD,CS,SS304,CAF,8IN,
150lbs 52,332.34 498 EA
STUD,AS,A193,B7,NUTS,A194,2
H,M36x275 mm 52,308.75 150 EA
O RING,P/N;10( KALREw),
EPIL,KXWKC 52,305.60 2 EA
PUMP,COMPLETE UNIT,MOVI-
32/8,KSB 52,251.65 1 EA
CABLE JOINT
KIT,3X70sq.mm,3X150sq.mm 51,474.06 49 EA
SWITCH,PR,DIAPH,10-60bar 51,442.73 13 EA
STUD,AS,A193,B7,NUTS,A194,2
H,M14x120 mm 51,423.23 2,430 EA
BRG,6.6KV,BHEL 51,351.00 2 EA
STUD,AS,A193,B7,NUTS,A194,2
H,M12x85mm 51,331.49 4,050 EA
ROTARY HD
ASSY,IB,EPIL,Y15D38-DBL 51,312.71 1 EA
TEE,EQ,BW,CS,IS
3589,410,8IN,20 51,304.00 1 EA
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TONER CRTDG,LASER
PRINTER,HP-5000 51,240.00 6 EA
FL,SP.BL,FF,CS,A105,150,16IN 50,187.00 4 EA
PIPE,CS,SMLS,API5L,GRB,BE,10
IN,30 50,153.86 18.06 M
FL,SP.BL,RTJ,SS,A182,
F321,600,4IN 50,109.60 9 EA
MECH.SEAL,EPIL,P03D36/P03D3
2 50,103.50 1 EA
BEND,90,XLR,BW,AS,A234,WP5,
12IN,60 48,974.00 2 EA
WRENCH ,IMPACT ,W ±
2109,CLECO 48,960.00 1 EA
CABLE
EARTHING,TRUCK,6.6KV,VCB 48,916.00 2 EA
FL,WN,RTJ,AS,A182,F11,300,20'',
10 48,863.70 4 EA
PIPE,AS,SMLS,A335,GRP1,BE,8I
N,40,IBR 48,858.00 13.03 M
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BRACKET,BRG,PMP,SMU
3x4x11-2 STG,BPCL 48,853.55 1 EA
?
is defined in the APICS dictionary as ³a philosophy of manufacturing based
on planned elimination of all waste and on continuous improvement of productivity´. It also has
been described as an approach with the objective of producing the right part in the right place at
the right time (in other words, ³just in time´). Waste results from any activity that adds cost
without adding value, such as the unnecessary moving of materials, the accumulation of excess
inventory, or the use of faulty production methods that create products requiring subsequent
rework. JIT (also known as ? or ? ) should improve profits and
return on investment by reducing inventory levels (increasing the inventory turnover rate),
reducing variability, improving product quality, reducing production and delivery lead times, and
reducing other costs (such as those associated with machine setup and equipment
breakdown). In a JIT system, underutilized (excess) capacity is used instead of buffer
inventories to hedge against problems that may arise.
The basic elements of JIT were developed by Toyota in the 1950's, and became known as the
Toyota Production System (TPS). JIT was well-established in many Japanese factories by the
early 1970's. JIT began to be adopted in the U.S. in the 1980's (General Electric was an early
adopter), and the JIT/lean concepts are now widely accepted and used.
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5. Preventive maintenance
7. Require supplier quality assurance and implement a zero defects quality program
A kanban or ³pull´ production control system uses simple, visual signals to control the
movement of materials between work centres as well as the production of new materials to
replenish those sent downstream to the next work center. Originally, the name ¦
(translated as ³signboard´ or ³visible record´) referred to a Japanese shop sign that
communicated the type of product sold at the shop through the visual image on the sign (for
example, using circles of various colors to indicate a shop that sells paint). As implemented
in the Toyota Production System, a ¦ is a card that is attached to a storage and transport
container. It identifies the part number and container capacity, along with other information,
and is used to provide an easily understood, visual signal that a specific activity is required.
In Toyota¶s dual-card kanban system, there are two main types of kanban:
1. ? ?
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In the EOQ model, the lead-time for procuring material is zero. Consequently, the reorder point
for replenishment of stock occurs when the level of inventory drops down to zero. In view of
instantaneous replenishment of stock the level of inventory jumps to the original level from zero
level. In real life situations one never encounters a zero lead-time. There is always a time lag
from the date of placing an order for material and the date on which materials are received. As a
result the reorder level is always at a level higher than zero, and if the firm places the order when
the inventory reaches the reorder point, the new goods will arrive before the firm runs out of
goods to sell. The decision on how much stock to hold is generally referred to as the order point
problem, that is, how low should the inventory be depleted before it is reordered.
The two factors that determine the appropriate order point are the procurement or delivery time
stock which is the Inventory needed during the lead time (i.e., the difference between the order
date and the receipt of the inventory ordered) and the safety stock which is the minimum level of
inventory that is held as a protection against shortages.
Several factors determine how much delivery time stock and safety stock should be held. In
summary, the efficiency of a replenishment system affects how much delivery time is needed.
Since the delivery time stock is the expected inventory usage between ordering and receiving
inventory, efficient replenishment of inventory would reduce the need for delivery time stock.
And the determination of level of safety stock involves a basic trade-off between the risk of
stock-out, resulting in possible customer dissatisfaction and lost sales, and the increased costs
associated with carrying additional inventory.
Another method of calculating reorder level involves the calculation of usage rate per day, lead
time which is the amount of time between placing an order and receiving the goods and the
safety stock level expressed in terms of several days' sales.
From the above formula it can be easily deduced that an order for replenishment of materials be
made when the level of inventory is just adequate to meet the needs of production during lead-
time.
If the average daily usage rate of a material is 50 units and the lead-time is seven days, then
Reorder level =Average daily usage rate x Lead time in days = 50 units x 7 days = 350 units
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When the inventory level reaches 350 units an order should be placed for material. By the time
the inventory level reaches zero towards the end of the seventh day from placing the order
materials will reach and there is no cause for concern.
c
It minimizes the sum of holding and setup costs. Assumptions of EOQ are as follows:
When above conditions are satisfied, EOQ can be calculated using the following formula:
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V $
%
Safety or buffer stock is held in excess of cycle stock because of uncertainty in demand or lead
time. The notion is that a portion of average inventory should be devoted to cover short range
variations in demand and lead time. It is used to prevent stock out. Inventory analysts, when
controlling stock set the minimum stock level at the lowest stock level that an organization is
prepared to tolerate, this is usually set at greater than zero in order to counter delivery delays or
spikes in demand. If safety stock is not present, stock outs could occur which could be drastic to
production runs or even worse risk delays to end customer. Safety stock then is a necessary evil
because it assumes that demand cannot accurately be forecasted and/or suppliers fail to deliver
on time (both common business scenarios). The level of safety stock varies from one
organization to another but typically balances the cost of stock holding on one hand against the
cost of stock outs on the other.
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Average inventory is one of the important tools of inventory management. It tells how much
stock is being used in the organization. Average inventory includes the work in progress goods
and also the safety stock. Generally average inventory is calculated using the following formula:
Throughput time refers to the time taken by the part to enter into the assembly and come out
as a finished good. Cycle time refers to the time taken to manufacture a machine per day.
It is one of the techniques of inventory management. It tells stock with the organization can be
used for how many days. So the organization can place an order with the help of this and can
also know whether the stock in hand when put in use will sustain till the receipt of the order.
Average inventory period = (average inventory * 365) / (total monthly consumption * 12)
Several factors influence inventory management and control. The principal effects of these are
reflected most strongly on the levels of inventory and degree of control, planned in the inventory
control system. These factors are as follows:
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Product type
Manufacture type
Volume
Other Factors
ÿ The objective of the company as it relates to the inventories and the level of service to
be provided to the customers.
ÿ The qualification of the staff personnel who will design and coordinate the
implementation of the system.
ÿ The capabilities of the personnel who will be responsible for managing the system on
a continuous basis.
ÿ The nature and size of the inventories and their relationship to other functions in the
company, such as manufacturing, finance and marketing.
ÿ The capacity of the present and future data processing equipment.
ÿ The potential savings that may be anticipated from improved control inventories.
ÿ The current or potential, availability of data, which can be used in controlling
inventories.
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Main Objective
The objective of the study is to assess and analyze the inventory management -purchase and
procurement procedure - in Barauni refinery.
Sub Objectives
1) To study how sufficient large size of inventory is maintained in the Barauni Refinery
to meet the demand of finished goods & to meet the demand of raw material.
2) To study about the investment in inventories.
3) To study the continuous supply of raw material.
4) To know how the funds are utilized.
5) To extend the knowledge.
However the main objective of this study is to fill the gap between different aspect
of theoretical and practical knowledge of financial management and to develop the
required skill to take decision on sight for the best use of my theoretical knowledge.
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Research Design
Nature of Research
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TYPES OF DATA:-
2)Secondary data:- Secondary data are the data collected for some purpose other than
the research situations; such data are available from the sources such as books, company
reports, journals, rating organization, census department etc.. The secondary data are
readily available and therefore they are less costly and less time consuming. Sources of
secondary data are:-
ÿ Internets.
ÿ Book and journals.
ÿ Company reports.
ÿ Census department.
ÿ Research work of others.
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Secondary data for my project: Mainly the used in this project is secondary data. I collected
information dealing with inventory management from materials department. Purchase & sales
and production data were obtained from the finance department. These data and information
were studied and analyzed properly to present the report in this form.
During the internship period, I went through Material Management Manual, Oil Management
Manual, Brochures, Financial Appraisal and Annual Operation Report provided by IOCL,
Barauni. Documents, books and last but not the least websites were also referred to get enough
information for the completion of the project
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The Indian Oil Corporation (Barauni Refinery unit) needs to hold inventories for the purpose
of transactions motive and precautionary motive. In this unit production is a continuous process.
For the smooth production, the company needs to maintain or keep an adequate level of raw
material inventory to avoid any shut down position. For every production unit the inventory of
raw material plays a lead role.
A.1.1 INVENTORY TURNOVER RATIO For Two Years 200-09 And 2007-0
Since:
Cost of Good Sold = Sales ± Profit
=156,489,733,981 ± 7,448,693,896
=
=149,041,040,085
= 15,513,826,950 +14,845,162,456
2
= 15,513,826,950 +14,845,162,456
2
= 15,179,512,703
Therefore:
= 10 times
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Since:
Cost of Good Sold= Sales ± Profit
=138,253,078,313 ± 773,326,289
= 138,253,078,313 ± 773,326,289
= 137,479,752,024
= 14,420,017,552 + 15,513,862,950
2
=14,966,940,251
Therefore:
=9.18 times
This Ratio shows that the year 2008-09 is better because the year 2008-09 shows rapid turnover
of stock and consequently shorter holding period as compared to its previous year.
The Indian Oil Corporation (Barauni Refinery unit) maintains all these sort of inventories.
This unit maintains adequate stock of inventories of raw material for the smooth functioning of
the process of production. The company also maintains an adequate level of inventories for
work-in-process as per the requirement. Till the completion of the production cycle, the work-in-
process inventories are maintained and some part of it is also used as fuel in the unit. Stock of
finished goods also has to be maintained by the Barauni Refinery unit. This unit does not have
authority to sell the finished product in the market directly. It has to be sent to the Marketing
division for further sale. As per the instruction of the Head Office they have to keep an adequate
level of finished goods for compensating any loss of production during the period of election
(governmental hazards), production break down and other contingencies. It also sells finished
goods like LPG, Petrol, Diesel, etc. on behalf of the Marketing division. That¶s why a stock of
finished goods also needs to be maintained.
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There are mainly three types of inventories maintained by Barauni Refinery Unit (IOCL) such
as:
Identify the need for Crude Oil Inventories and system of placing the order
The Barauni Refinery Unit (IOCL) identifies the need for inventories for crude oil
through Revenue Budget that is prepared on yearly basis. in the Revenue Budget, the estimate
for the consumption of Crude Oil inventories for the next year is estimated on the part experience
basis. Here a brief introduction about Revenue Budget of Barauni Refinery Unit (IOCL) is given.
The Revenue Budget is basically a budget of income and expenditure. The objective of
preparing the Revenue Budget is to fix a target in respect of physical parameters such as,
throughput, product pattern, fuel and loss and also that of operating expenses which become the
basis for monitoring and control and to estimate, based on targeted physical parameters of
operating expenses, the likely profit or internal sources for income, which helps in the fund
management.
The Barauni Refinery Unit (IOCL) prepares Revenue Budget every year in mid
September. In the month of September, the Budgeted Estimates (BE) for the next year and
Revised Estimates (RE) for the current year are prepared for which the Budgeted Estimates (BE)
is prepared in the previous year.
For example:- In the financial year 2007-08 in the month of September, the Budgeted
Estimates (BE) for the financial year 2008-09 the Revised Estimates (RE) for the next six
months 2007-08 were prepared.
Budgeted Estimates (BE): Budgeted Estimates is that which is prepared for the next month in
which all the items (inflow and outflow) are included on full estimation.
Revised Estimates (RE): Revised Estimates is prepared after six months of applications of
budget estimates. The purpose of preparing Revised Estimates is to know that during the present
six months what are the actual expenses or income exits and on what basis they have been
prepared. They collect this information, about expenses or incomes from the concerned officers
or employees. They also provider information regarding what will be the expenses and incomes
for the basis they next six months. On this basis they estimate for the next six months.
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There is no system for placing order for crude oil in the Barauni Refinery Unit (IOCL). Because
they do not deal or purchase crude oil directly. The hear office handles determination of crude oil
and its supply to the Refinery unit. Head office provides crude oil to the Refinery as and when
required as per the estimation. There is continuous supply of crude oil through pipelines and
tankers to the Refinery.
Identification for need for chemicals basically depends on the quantity and types of crude
oil processed. The quantity for chem8icals is decided in the ratio of quantity and types of crude
oil processed. Orders regarding the purchase of chemicals and spares are made on past
experiences. Inventory is maintained on approximation. The user department sends the need for
the item_ to the Material department along with the consumption pattern. The reorder point is
fixed in certain cases and then the order goes to the Purchase department. Two kinds of indent is
raised:
' Inventory control items, which are fixed where the reorder point or indent, is
raised and the consumption pattern is studied.
' Where consumption pattern is not known, preventive maintenance processes are
undertaken on cash basis.
When an indent is raised and if it is universally available quotations or order is placed and the
best is selected amongst all. As in case of wholesale items order is placed to the authorized
dealer who manufactures the items as per the requirement.
First in First Out Method (FIFO) : In this method or issue system inventories, are issued for
the production process or for sales which are purchased first or which enter in the stores first.
And in the determination of cost of product, cost of that issued material is considered. In this
case most recent purchase is as closing stock in the stores.
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Last In First Out Method (LIFO): This method is absolutely different from FIFO method. This
method or issue system inventories are issued for the production process or for the sale, which
are purchased or enter in the stores recently. The purpose for doing so is that issued price is
valued at the recent market price. This method is mostly used when price of inventories are
continuously in the position of rising.
Highest In First Out Method (HIFO):- In this method or issue system inventories are issued
for the production process or for the sale whose cost is high The purpose for doing so is that the
company wants to sell or utilize that material at its fullest and that there should be no opportunity
loss. This method is not mostly in use because; stock is valued at lowest price.
Barauni Refinery Unit (IOCL): issues inventories for the production process and for the sale to
the Marketing Division on First in First Out (FIFO) basis. Here there is a continuous flow of
crude oil. Every day crude oil is supplied to Refinery and also there is a continuous supply of
finished product to the Marketing Division. Every day crude oil is processed or converted in to
finished product and everyday it is sent to the stores and thereafter it is sent to the Marketing
Division. Crude oil enters in the tank and it is sent for the process and after processing it is sent
to the stores. All this happens automatically. This means that the crude oil, which enters the tank,
first, is sent for the processing first and after processing it is sent to the sores. From the stores it
is sent to the Marketing Division and then the crude oil is sent for the process and so on. This is a
continuous process and it works on FIFO basis.
There is a separate department in Barauni Refinery Unit (IOCL) Oil Storage and Movement
Department, which manages and maintains the movement of crude oil, intermediate products and
finished goods. Actual job of this department is to receive the raw material, intermediate
products and finished goods and dispatch all this, such as raw material for processing,
intermediate products for further processing and some of the intermediate products to the
Marketing Division for sale and finished products to the marketing department for the same
purpose. This department receives raw material as crude oil and issues for the further processing
at First in First Out basis. After processing finished products are issued and dispatched to the
Marketing Division for Sale. They receive more than one type of finished products for which
there is different maintenance cost. The maintenance cost for LPG is more than the other
products. There should be certain temperature, which has to be maintained. And for other
products like Petrol, Diesel, Etc., which is stored in tanks, should not be filled up to the brim. A
certain portion of the tank is kept empty.
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Generally the valuation of closing stock is done on the basis of market price or cost price
whichever is less. But here we will see how Indian Oil Corporation (Barauni Refinery Unit)
evaluates its stock, what rules and regulations are followed by them etc. At first we will see how
many types of closing stock they maintain: -
There are many types of crude oil such as, indigenous crude oil and
Imported crude oil. There are two types of indigenous Crude Oil (1) off-shore crude oil and (2)
on shore crude oil and imported Crude Oil separately for (1) High Sulphur and (2) Low Sulphur.
There should be fall in the price of Crude Oil after the date of closing (31st March). The expected
realization from products to be produced out of crude oil inventory results in realization lower
than cost of crude oil.
For the purpose of valuation of crude oil following three elements are required: -
1) Cost of Crude Oil.
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All elements which are a part of imported crude oil are to be considered in the cost of stock at
Refinery such as FOB, marine freight, marine insurance, and other landing charges, custom duty,
pipeline cost, entry tax (if applicable).
1. All the above elements to be considered are booked in the purchase cost of
crude oil
2. For crude oil in transit FOB and other elements are booked in purchase cost.
3. The above elements are to be considered for the purpose of valuation of crude
oil stock at cost.
4. All elements as considered for Refinery stock to be taken on notional basis for
crude oil stock in transit and in pipeline e.g. Custom duty, entry tax etc.
5. Operating cost as per budget estimated of the next year should be included for
comparison with realization.
1. If the crude oil quantity is processed during April, the realization of the products is at
the price applicable for the month of April.
2. For balance crude oil quantity (if any), the expected product realization for the month
of May will be considered based on Inventory Logistic Plan (ILP)
3. Specific customer price and excise duty benefit to be considered for above
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The elements for replacement cost will be same as considered for cost of crude oil, however,
following are to be taken additionally: -
2. Other element to be considered by the unit based on the estimated actual cost.
3. Customs duty as based on percentage; the same should be revised taking revised FOB
value.
The cost of intermediate stock will be based on cost of crude oil as for Refinery stock and 50%
of operating cost as considered for product valuation and 50% of fuel and loss for the month.
The realizable value will be similar to crude oil stock valuation, however, the balance operating
cost & fuel & loss (50%) adjustment has to be done while comparing with the cost of
intermediate products.
' For pipeline cost, the operating cost to be considered as fixed & variable
' Fixed cost to be allocated based in installed capacity if the capacity utilization is
below installed capacity.
' Variable cost will be allocated based on the pumped quantity by pipeline during
the year.
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' Especially products for which there is a separate production plant such as
benzene, toluene, FGH, propylene, lubes etc.
The section dealing with accounting of stores in the Finance shall have following function:
1. All railways/streamer/air freight inward receipt and the road transport consignment notes
shall be received in the stores section of materials for taking the delivery of the
consignment. the store shall enter these documents in a Daily Receipt Register.
2. Transport bill will be initially received by the Materials and sent to Finance duly verified
with reference to the purchase order and also linking the same with the GR Notes. The
certified bills of freight received from stores section shall be priced doing YMIROOTH
transactions wherever the freight bill is directly linked to a purchase order. The Finance
will release payment only after due checking of bills with reference to the transport calls
and other relevant documents. In case the freight bill cannot be linked to the purchase
order the same shall be charged to freight expenditure amount.
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3. Road transport contracts involving large amounts shall be finalized after obtaining
competitive quotations in accordance with the prescribed tendering procedure. Prior
occurrence of Finance and approval of competent authority shall be taken.
4. Payment of transport bills of small values may be permitted through impest account held
by the Materials. The limit in this regard shall be fixed at the unit level. Materials while
rendering the impest account, for payment of the transport bills shall indicate GR Notes
particulars against which the materials have been taken on charge. However, payments
exceeding Rs. 20,000/- in each case shall be made only by crossed account payee cheque/
demand draft.
5. For all freight bills, passed payment vouchers shall be prepared and signed by the
authorized officers after which the same shall be forwarded to the Cash Section for
preparation of cheque and payment to vendors.
6. The freight charges shall be accounted in SAP depending upon the purchase order
condition. Based on actual on invoice a MIRO transaction is done which will
automatically adjust the cost of inventory based on the status of the material. The same is
true for all other cost incurred for procurement of materials. The section should review on
periodical basis the freight clearing account for necessary action.
7. The section shall also be responsible for passing petty bills on account of loading,
unloading and handling of materials on the basis of certification by the Materials
Department, Stores and as per the contract, if any.
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TRANSIT
Analysis
Barauni refinery is a big processing plant which requires the materials, tools
and other required items on time because delay in availability of these
materials may cause a big loss to the company so by the year their
manufacturing capacity is increasing their demand is also increasing so they
increase their capacity of materials in stores and also give orders to their
vendors so they also available the goods on time. Because vendors also need
time to manufacture the goods according to the need and order by the
company and supply to their place.
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PROCESS CHEMICALS
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PARTICULARS O ? O ?
O? ?
AT REFINERY
IN TRANSIT
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TOTAL
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Analysis
As while refining and manufacturing of petroleum from crude oil there is need of some
chemicals which are highly acidic handle with great care and caution so this type of
chemicals refinery manufacture themselves so have their storage at refinery itself, there
is no amount in transit. They have sufficient capacity to produce and store at their
place itself.
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TARGET ACTUAL
PARTICULARS
Analysis
Due to increasing manufacturing capacity of plant, company set the target amount of
chemicals and stores & spares for the year 2007-2008 with a high amount of chemicals
out of which company used the actual amount of 4172.43 means company¶sprocessing
is going on in a better direction they have sufficient amount to use further if they
required.
But in stores and spares company required material above the settled target because
stores & spares have no limitation they can be fail by using, breakdown while working,
or may get free or obsolete, so many reasons may cause their demand high of stores &
spares.
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It is computed by dividing the cost of goods sold by the average inventory. Thus,
Inventory Turnover Ratio=Cost of Goods Sold/Avg. Inventory.
Analysis
As inventory turnover ratio indicates how fats inventory is sold. A high ratio is good from
the view point of the liquidity and vice versa. A low inventory turnover ratio signifies that
inventory does not sell fast and stays on the shelf or warehouse for a long time.
As the refinery having a high turnover ratio which signifies that inventory is not staying
in a shelf or warehouse for a long time they can be easily sold after manufacturing so it
means company have a good sales in comparison to the average inventory of the refinery.
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ABC ANALYSIS
2007- 2008-
08 09
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Analysis
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FINDINGS:-
2. Inventory turnover ratio for the year 2008-09 is 10 times in IOCL (Barauni
Refinery).
3. Inventory turnover ratio for the year 2007-08 is 9.8 times in IOCL (Barauni
Refinery).
4. These ratios shows that the year 2008-09 is better because the year 2008-09
shows rapid turnover of stock and consequently shorter holding period as
compared to its previous year.
6. Stock of finished goods also has to be maintained by the Barauni Refinery unit.
This unit does not have authority to sell the finished product in the market
directly. It has to be sent to the Marketing division for further sale.
7. There are mainly three types of inventories maintained by Barauni Refinery Unit
(IOCL) such as:
ÿ Crude Oil Inventories
ÿ Inventories for chemicals
ÿ Inventories for stores and spares
ÿ FIFO
ÿ LIFO
ÿ HIFO
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9. Barauni refinery is a big processing plant which requires the materials, tools and other
required items on time because delay in availability of these materials may cause a big
loss to the company so by the year their manufacturing capacity is increasing their
demand is also increasing so they increase their capacity of materials in stores and also
give orders to their vendors so they also available the goods on time.
10. As while refining and manufacturing of petroleum from crude oil there is need of
some chemicals which are highly acidic handle with great care and caution so this
type of chemicals refinery manufacture themselves so have their storage at
refinery itself, there is no amount in transit. They have sufficient capacity to
produce and store at their place itself.
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Suggestions
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8. Materials shown in the stock ledgers should be actually lying in the stores.
9. Proper quality standards ensure proper quality of stocks. The price analysis will lead to
payment of proper prices.
10. Appropriate planning and control of inventory is required for fulfilling short and long
term objectives.
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Conclusion
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1. IOCL, Barauni is a major contributor in oil production in India. At present its production
capacity is 6 MMTPA, producing a wide range of petroleum products.
2. Repairs and Maintenance cost of the Refinery is decreasing per MT. It has decreased from
Rs. 130 in 2000-01 to Rs. 85 in 2004-05 but from 2005-06 there is an increment in repairs
and maintenance cost. It has increased since 2005-06 from Rs. 85 to Rs. 177 in 2007-08.
3. Inventory management is mainly based on ABC analysis. It is better compared to other oil
producing companies.
4. As the company may increase its production the imported items would be costly with the
depreciation of INR.
5. The company should maintain its standards of inventory and production because it has a
cut throat competition from its competitors like BPCL, HPCL and Reliance Petroleum.
6. It should reduce its lead time to have an effective inventory maintenance. Supply chain
management has to be given its due importance.
7. As it is a joint venture, it can explore new areas and suppliers to increase its profitability.
Mergers and acquisitions are expected.
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BIBLIOGRAPHY:-
' Bhargava, Aseem ; Goel, Pankaj, ³ Valuation of Oil Sector- Significance and
Review´ CA journal, Volume 54, No 07, January 2006
' WEB:-
ÿ www.iocl.com
ÿ www.google.com
ÿ www. iocltenderexpress.com
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