Uma final report.doc

A STUDY ON COST OF SALES OF SLR LTD COMPANY

STUDY OF COST OF SALES OF SLR LTD COMPANY

Chapter 11) INTRODUCTION Manufacturing concerns often examine the cost of adding one more unit to their production schedules. This is because at some point, the benefit of producing one additional unit and generating revenue from that item will bring the overall cost of selling the product line down. The key to optimizing manufacturing costs is to find that point or level as quickly as possible.2) OBJECTIVE

To find out the total production cost.

To find the different types of cost.

Finding the remedies to decrease cost.

To understand the role of variable cost in production.

3) SCOPE OF THE PROBLEM It includes collection, analysis of expenses and measurement of sales at different stages of manufactures.

It is the formal mechanism by means of which cost of product is ascertained and controlled.

Setting the standard cost before starting of production and compared with the actual at the end of the sales.4) LIMITATION Monopolistic industries may restrict output and drive up prices. Due to maintenance charges dependence up on Government rules and regulation.

It is difficult to know the contribution of different department to calculate accuracy of the cost. 5) METHODOLOGY Descriptive method: using secondary data in cost sheet, balance sheet, and journals.

Analysis is based on the comparative of previous year performance in graphical representation.

LITERATURE REVIEW Yen and Chu, 1991, low volume and high variety are often associated with customization, and typical manufacturing processes require job-shop and batch process.

Lynde and Richmond (1992) estimate a translog cost function using aggregate US nonfinancial corporate business sector data for the period 1958 to 1989. They impose constant returns to scale on all inputs, public capital included, and assume firms behave competitively. Their findings suggest that publicly financed infrastructure reduces the costs of production in the nonfinancial corporate business sector. The production literature usually treats location choice in the context of international production (Ferdows, 1997). This act is usually followed by establishing production and distribution facilities in the host country based on certain capabilities. Lempel and Mint berg (1996) have identified five main customization strategies based on the stage of customer involvement.

Yen and Chu, 1991, low volume and high variety are often associated with customization, and typical manufacturing processes require job-shop and batch process.

Keeler and Ying (1988) estimate a translog cost function for regional trucking firms in the US road freight transport industry, during the period 1950 to 1973. They find that highway infrastructure has a significant effect on the productivity growth of the trucking industry, generating benefits that would justify about half of the cost of the Federal-aid Highway System.Chapter 2

OVERVIEW OF IRON AND STEEL INDUSTRY2.1 INTRODUCTIONSteel is crucial to the development of any modern economy and is considered to be the backbone of the human civilization. The level of per capita consumption of steel is treated as one of the important indicators of socio-economic development and living standard of the people in any country. It is a product of a large and technologically complex industry having strong forward and backward linkages in terms of material flow and income generation. All major industrial economies are characterized by the existence of a strong steel industry and the growth of many of these economies has been largely shaped by the strength of their steel industries in their initial stages of development.2.2 HISTORICAL PERSPECTIVE The finished steel production in India has grown from a mere 1.1 million tonnes in 1951 to 36.957 million tonnes in 2003-04. During the first two decades of planned economic development, i.e. 1950-60 and 1960-70, the average annual growth rate of steel production exceeded 8%. However, this growth rate could not be maintained in the decades that followed. During 1970-80, the growth rate in steel production came down to 5.7% per annum and picked up marginally to 6.4% per annum during 1980-90. The production during the last decade has doubled.Though India started steel production in 1911, steel exports from India began only in 1964. Exports in the first five years were mainly due to recession in the domestic iron and steel market. Upon revival of the domestic demand there was a decline in exports. India once again started exporting steel only in 1975 touching a figure of 1 million tonnes of pig iron export and 1.40 million tonnes of steel export in 1976-77. Thereafter, exports again fell rapidly to meet rising domestic demand. It was only after liberalization of the steel sector that the exports of iron and steel have once again started increasing. During2002-03 India exported 4.506 million tonnes of finished steel recording a growth of 66.6%. This trend has continued with exports of finished carbon steel being 4.835 million tonnes during 2003-04. The total volume of Finished (Carbon) Steel exported during the current year (April-October 2004) is provisionally estimated at 2.1 MT which is lower by 19.2% exported during the corresponding period of last year.Though the country's production of iron and steel is sufficient to meet the domestic demand, some quantity of steel is always needed to be imported especially those grades and qualities, which are required in small quantities, and therefore do not justify setting up of production capacities. 2.3 company profile

SLR Metaliks Limited

Plant has a Blast Furnace designed and engineered by M/s. MECON Limited, with a volume of 292 m3 and can produce twenty thousand tones of pig iron per month on full capacity. M/s. Centre for Engineering and Technology Ltd, Ranchi has designed our 6 MW captive waste based power plant. M/s. Sino India Metallurgical Engineering and supply has designed our Sinter plant of 25 M2SPwith a production capacity of 3.48 lakh tones per annum that can take care of 80% sinter input to our Blast furnace.

Our dedicated team consisting of trained professionals from the industry and well known in their respective fields successfully commissioned the plant and started producing quality foundry grade pig iron. Within two years of operation we could establish our marketing network successfully. Presently we are catering many of the reputed engineering and automotive foundries of our country. We are committed to service and quality.

SLR Metaliks Limited

Plant has a Blast Furnace designed and engineered by M/s. MECON Limited, with a volume of 292 m3 and can produce twenty thousand tones of pig iron per month on full capacity. M/s. Centre for Engineering and Technology Ltd, Ranchi have designed 6 MW captive BF Gas based power plant. M/s. Sino India Metallurgical Engine ering and supply have designed Sinter plant of 25 M2with a production capacity of 3.48 lakh tones per annum that can take care of 70% sinter input to our Blast furnace.

Our dedicated team consisting of qualified, experience and trained professionals from the industry and well known in their respective fields, successfully commissioned the plant and started producing quality foundry grade pig iron. Within two years of operation we could establish our marketing network successfully. Presently we have been catering many of the reputed engineering and automotive foundries across the country.

SLR Metaliks Limited Company Name: SLR Metalikspvt.Ltd.

Address

: SLR Metalikspvt.Ltd.

Village: Narayanadevarakere

Taluk:Hagaribommanahalli

District: Bellary

Year of Establishment : 2005

Nature the Business: Pig iron & steel

Number of Employees: 300 employees

Email

: [email protected]

:Tamilnadu,Hydrabad

VISION, MISSION AND QUALITY POLICY

VISION

SLR Metaliks trusts on the conduct of its business activities and enhance the value of all those who are associated with shareholders, customers, suppliers, creditors, Government of India, ministry of steel, departments of public enterprise, various states Governments. Other governmental agendas and the society at large.

MISSION

Achieve continual growth in steel business.

Delight our customers through product quality, cost and delivery

Sustain Environment

QUALITY POLICY

Dominal Iron Ore, an operating unit of SLR Limited, is committed to achieve sustained consistency in quality of iron ore mined, processed and produced by adopting and continually improving scientific Quality Management System through active involvement of all the employee to ensure optimum satisfaction of all the stakeholders.

PRODUCT AND SERVICE PROFILE

An overview

Pig iron is the intermediate product of smelting iron ore with a high-carbon fuel such as coke, usually with limestone as a flux. Charcoal and anthracite have also been used as fuel. Pig iron has a very high carbon content, typically 3.54.5%,[1] along with silica and other constituents of dross, which makes it very brittle and not useful directly as a material except for limited applications.

The traditional shape of the molds used for these ingots was a branching structure formed in sand, with many individual ingots at right angles to a central channel or runner. Such a configuration is similar in appearance to a litter of piglets suckling on a sow. When the metal had cooled and hardened, the smaller ingots (the pigs) were simply broken from the much thinner runner (the sow), hence the name pig iron. As pig iron is intended for remelting, the uneven size of the ingots and the inclusion of small amounts of sand caused only insignificant problems considering the ease of casting and handling them.

The vast majority of PIG IRON is produced and consumed within integrated steel mill complexes. In this context the term pig iron is something of a misnomer: within integrated steel mills, blast furnace iron -hot metal - is transferred directly to the steel plant in liquid form. The term pig iron arose from the old method of casting blast furnace iron into mouldsarranged in sand beds such that they could be fed from a common runner. The group of moulds resembled a litter of sucking pigs, the ingots being called pigs and the runner the sow.

MERCHANT PIG IRON is cold iron, cast into ingots and sold as ferrous feedstock for the steel and metal casting industries. It falls into the category of ferrous metallics, of which iron and steel scrap comprises by far the largest volume, others being direct reduced iron [DRI], hot briquetted iron [HBI] and various other alternative iron materials. Merchant pig iron is, by definition, produced by dedicated merchant plants all of whose production is sold to external customers. Some integrated steel mills produce blast furnace iron that is surplus to their internal requirements and this is also cast into ingots and sold as merchant pig iron.

SWOT ANALYSISSTRENGTH Largest producer of iron ore by volume.

Financial strength characterized by high net worth, zero debt, good credit rating.

Good work culture- skilled, experienced and dedicated workforce.

Good brand image of SLRS iron ore in domestic/ international market.

Highly mechanized Iron ore mines.

Core competence in iron ore mining. WEAKNES Geographically remote location of the projects acting as deterrent in attracting and retaining talent and also for reaching suppliers and services.

Delay in forest and environment and other clearances affecting time schedules for operating and commission of new machined affecting our investment plans.

Extreme foggy weather condition causing stoppage of mining operations at Bailadila complex during monsoon months.

The company has not diversified into other sector. As been, any adverse impact on mining sector hits the profitability of the company.OPPOURTUNITIES

Continues diversifying and expanding its mining activities and products.

Expand and establish its presence as an integrated producer of iron and steel.

Up gradation of Evacuation Infrastructure.

Financial power for investment in new projects as a Navaratna Company.

Expand its international presence through the acquisition of legacy iron ore ltd.THREATS Entry of MNCs and other Indian private companies into iron mining.

The Industry being cycle in nature. SLR is exposed to sharp fluctuations in demand for in products.

Regulatory issue arising due to judicial verdicts may also affect mining and allotment of mining lease.

The company faces risks in respect of high inventory of stocks and its disposal. INFRASTRUCTURE FACILITIES

The following are the infrastructure facilities provided by the companies

1. Power: SLR Limited has the following facilities for getting the required amount of power from MM Halli.

2. Water: Major requirements of water are being pumped from nearly TB Dam by laying a pipeline.

3. Transportation: It have a heavy transportation facility.

4. Natural resources: The SLR Limited has good natural resources.

5. Climate condition: A rainy season is suitable for SLR Limited Company.COMPITITORS FOR SLR LTD.

Associated stone industries

Himadri chemicals and industries ltd BMM ltd NMDC ltd

JSW ltd

Auroma coke ltd

Kachchh minerals ltd

Manganese ore [India] ltd

Moryo industries ltd

Preshow metallurgical ltdPARTICULAR2009-20102010-2011

SOURCES OF FUNDS

SHAREHOLDERS' FUNDS:

SHARE CAPITAL ALLOCATED -

RESERVES & SURPLUS 9,990,002,393

9,990,002,393 -

GRANTS IN AID - 15,272,899,174

15,272,899,174

TOTAL 9,990,002,393

15,272,899,174

APPLICATION OF FUNDS

FIXED ASSETS :

GROSS BLOCK 3,710,034,054

Less: DEPRECIATION 1,603,446,924 4,278,807,046

1,873,530,248

NET BLOCK 2,106,587,130

CAPITAL WORK IN PROGRESS 58,220,992 2,405,276,798

2,164,808,122 424,816,454

INVESTMENTS 2,500 2,830,093,252

2,500

CURRENT ASSETS,LOANS & ADVANCES :

INVENTORIES 794,352,483

SUNDRY DEBTORS 488,568,125 409,727,134

CASH & BANK BALANCES 87,373,792 164,246,449

OTHER CURRENT ASSETS - 105,943,509

LOANS & ADVANCES 574,576,874 -

374,129,546

1,944,871,274

1,054,046,638

Less: CURRENT LIABILITIES & PROVISIONS:

CURRENT LIABILITIES 2,567,213,642

PROVISIONS - 1,903,139,132

2,567,213,642

1,903,139,132

NET CURRENT ASSETS (622,342,368)

HEAD OFFICE ACCOUNT 8,395,576,482 (849,092,494)

MISC.EXPENDITURE 51,957,657 13,291,895,916

TOTAL 9,990,002,393 15,272,899,174

BALANCESHEET ON 2009-2011

PROFIT AND LOSS ACCOUNT 2009-2011PARTICULARS2009-20102010-2011

INCOME

SALES 13,563,612,359

INCOME FROM SERVICES - 19,311,963,235

INCOME FROM SALE OF POWER 65,654,022 -

OTHER INCOME 38,408,414 44,840,773

ACCRETION/(DECRETION) TO STOCK 19,888,503 89,462,430

TOTAL 13,687,563,298

19,209,243,270

EXPENDITURE

RAISING & TRANSPORTATION CHARGES 332,582,006

CONSUMPTION OF STORES & SPARES 509,200,971 210,996,096

POWER 110,614,261 553,784,272

PAYMENTS & BENEFITS TO EMPLOYEES 930,109,326 109,008,819

REPAIRS & MAINTENANCE 77,818,874 1,006,231,902

ROYALTY & CESS 590,436,358 85,225,604

SELLING EXPENSES: 1,281,180,187

- FREIGHT OUTWARDS241,445,340

- OTHERS 78,890,783 12,101,815

---------------- 320,336,123 46,501,821

OTHER EXPENSES 393,714,545 -------------- 58,603,636

DEPRECIATION 202,008,037 227,447,765

MISC/PROMOTIONAL/DRE WRITE OFF - 239,112,509

SHARE OF HO,R & D EXPENSES 258,245,564 -

SHARE OF PO EXPENSES-KOLKATA - 194,167,113

3,725,066,065

Less: TRANSFER TO CAPITAL ACCOUNTS 32,078,692 3,965,757,903

24,073,113

NET EXPENDITURE 3,692,987,373

3,941,684,790

PROFIT(LOSS) before PRIOR PERIOD ITEMS 9,994,575,925

15,267,558,480

ADD/(LESS):PRIOR PERIOD ITEMS (4,573,532)

5,340,694

PROFIT(LOSS) 9,990,002,393

15,272,899,174

PROFIT(LOSS) brought forward from Previous Year 10,264,047,142

Less: Profit (Loss) Transferred to Head Office (10,264,047,142) 9,990,002,393

(9,990,002,393)

PROFIT(LOSS) carried over TO BALANCE SHEET 9,990,002,393

15,272,899,174

BALANCE SHEET 2011-2014

PRTICULARS2011-20122012-20132013-2014

Equity and Liabilities

Shareholders' Funds:

Share Capital00 -

Reserves & Surplus14,421,550,29717,897,167,721 21,553,544,244

14,421,550,29717,897,167,721 21,553,544,244

Non-current Liabilities :

Deferred Tax Liability (Net)00 -

Other Long term Liabilities28,764,29137,678,275 39,936,268

Long Term Provisions028,764,291037,678,275 - 39,936,268

Current Liabilities :

Trade payables978,047,4421,030,480,009 1,243,245,720

Other current Liabilities2,044,053,2713,241,979,836 2,163,541,720

Short term Provisions03,022,100,71304,272,459,845 - 3,406,787,440

Head office account-6,629,805,018-6,456,886,417 (4,251,001,558)

TOTAL10,842,610,28315,750,419,42420,749,266,394

ASSETS :

NON-CURRENT ASSETS :

Fixed Assets :

Tangible Assets1,063,523,0531,160,444,447 1,470,039,079

Intangible Assets577,213,055597,507,756 547,483,163

Capital Work in Progress1,686,255,3166,034,887,822 7,596,106,278

3,326,991,4247,792,840,025 9,613,628,520

Non-current investments2,5002,500 2,500

Long term Loans and Advances726,409,235144,003,029 306,693,148

Other non-current assets04,053,403,15907,936,845,554 - 9,920,324,168

CURRENT ASSETS :

Inventories816,736,9771,454,330,675 1,297,375,138

Trade receivables4,683,128,7774,898,700,095 9,043,329,207

Cash and bank balances14,422,14335,389,956 52,015,261

Short term Loans and Advances1,274,794,4741,424,887,535 435,705,039

Other Current Assets124,7536,789,207,124265,6097,813,573,870 517,581 10,828,942,226

TOTAL10,842,610,28315,750,419,424 20,749,266,394

PROFIT AND LOSS ACCOUNT 2011-2014

PARTICULARS2011-20122012-20132013-2014

I. Revenue from Operations19,271,245,56427,742,557,174 31,860,664,310

Less : Excise duty00 -

Net Sales19,271,245,56427,742,557,174 31,860,664,310

II. Other Income90,250,66649,006,546 58,973,324

III. Total Revenue (I + II)19,361,496,23027,791,563,720 31,919,637,634

IV. Expenses :

Consumption of raw materials00 -

Consumption of Stores & Spares574,766,240626,267,909 857,024,832

Changes in Inventories of Finished Goods-406,553,079-645,554,213 352,578,903

Employee Benefit expense 1,155,453,8841,287,777,859 1,607,266,364

Power, Electricity and Water 96,659,193109,524,551 112,580,657

Repairs & Maintenance114,138,04281,159,423 100,823,337

Royalty &Cess1,736,465,5532,850,234,957 2,648,380,515

Selling Expenses-Freight Outwards03,395,002,143 243,256,841

-Others27,135,655

27,135,6550 -

Share of Head Office and R&D Expenses201,023,045338,934,718 329,932,273

Depreciation 258,595,526227,840,216 300,191,276

Other Expenses654,648,4851,623,208,436 4,268,837,045

Total Expenses4,412,332,5449,894,395,999 10,820,872,043

V. Profit before exceptional and extraordinary items and tax (III-IV)14,949,163,68617,897,167,721 21,098,765,591

VI.Exceptional items527,613,3890

VII. Profit before extraordinary items (V-VI)14,421,550,29717,897,167,721 454,778,653

Profit for the period 14,421,550,29717,897,167,721 21,553,544,244

Add: Profit/(Loss) brought forward from Previous Year15,272,899,17414,421,550,297 17,897,167,721

Less: Profit/(Loss) transferred to Head Office15,272,899,17414,421,550,297 17,897,167,721

Profit for the period carried over to Balance Sheet14,421,550,29717,897,167,721 21,553,544,244

YearCurrent assetsCurrent liabilityRatio

2009-2010194487127425672136420.75

2010-201164431950419031391320.33

2011-2012678920712430508650042.22

2012-2013781357387043101381201.81

2013-20141082894222634467237083.14

The above table shows the assets ratio of SLR ltd. The graph it show the sufficiency of the company in meeting short term current obligation. There is steep decline from 0.75 in the year 2009-2010 to 3.33 in the year 2010-2011 to 2.2 in the year 2011-2012to 1.81 in the year 2012-2013 to 3.14 in the year 2013-2014. QUOTE

YearQuick assetsCurrent liabilityRatio

2009-2010115051879125672136420.44

2010-201164431950419031391320.33

2011-2012597247014730508650041.95

2012-2013635924319543101381201.47

2013-2014953156708234467237082.76

The above table shows the quick ratio of SLR ltd. The graph it show the sufficiency of the company in meeting short term quick obligation. There is steep decline from 0.44 in the year 2009-2010 to 0.33 in the year 2010-2011 to 1.95 in the year 2011-2012to 1.47 in the year 2012-2013 to 2/76 in the year 2013-2014.

YearNet working capitalTotal assetsRatio

2009-201062234236819448712740.32

2010-201184909249410540466380.80

2011-2012222533842567892071243.27

2012-2013350343575078135738700.44

2013-2014738221851210828942266.81

Graph shows net working capital.

The above table shows the net working ratio of SLR ltd. The graph it show the sufficiency of the company in meeting short term net working obligation. There is steep decline from 0.32 in the year 2009-2010 to 0.80 in the year 2010-2011 3.27 in the year 2011-2012 to 0.44 in the year 2012-2013 to 6.81 in the year 2013-2014.

YearNet incomeSalesRatio

2009-20109990002393135636123590.74

2010-201115272899174193119632350.79

2011-201214421550297192712455640.74

2012-201317897167721277425571740.64

2013-201421553544244318606643100.67

Graph shows profit margin ratio

The above table shows the profit margin ratio of SLR ltd. The graph it show the sufficiency of the company in meeting short term profit margin obligation. There is steep decline from 0.74 in the year2009-2010 to 0.79 in the year 2010-2011to 0.74 in the year 2011-2012to 0.64 in the year 2012-2013 to 0.67 in the year 2013-2014.

YearSalesInventoryRatio

2009-201013563661235977163682017.57

2010-201119311963235602039808.532.07

2011-20121927124556481673697723.59

2012-201327742557174145433067519.07

2013-201431860664310129737519824.55

Graph shows inventory turnover ratio

The above table shows the inventory turnover ratio of SLR ltd. The graph it show the sufficiency of the company in meeting short term inventory turnover obligation. There is steep decline from 17.57 in the year 2009-2010 to 32.07 2010-2011 23.59 in the year 2011-2012to 19.47 in the year 2012-2013 to 24.55 in the year 2013-2014.

YearAnp+DepCurrent liabilityRatio

2009-20101019201043025672136423.97

2010-20111551201168319031391328.15

2011-20121442155029730508650044.72

2012-20131789716772143101381204.15

2013-20142155354424434467237086.25

Graph shows solvency ratio

The above table shows the solvency ratio of SLR ltd. The graph it show the sufficiency of the company in meeting short term solvency obligation. There is steep decline from 3.97 in the year 2009-2010 to 8.15 in the year 2010-2011to 4.72 in the year 2011-2012to 4.15 in the year 2012-2013 to 6.25 in the year 2013-2014.Chapter 3

THEORETICAL BACKGROUND OF THE STUDYINTRODUCTION OF COST

Cost is defined as the value of the sacrifice made to acquire goods/services, measured in monetary terms by the acquisition of assets or incurrence of liability at the time of benefits are acquired . At time of acquisition, the cost incurred is for the present or future benefits. When these benefits are utilized, the costs become expense. An expense is defined as a cost that has given a benefit and is now expired. Unexpired costs that can give future benefits are classified as assets. Expense are matched against revenues to determine net income/loss for a period Revenue is defined as the prices of products sold /services rendered.

MEANING OF COST

Cost means a sacrifice. It is the amount of expenditure incurred, on a given thing or in rendering service. It is nothing but outlay.

DEFINITION OF COST

According to I.C.M.A London says that Cost is the amount of expenditure incurred on or attributable to a given thing

INTRODUCTION OF SALESSales is the result of co-operation between different factors or agents of production. The factory of sales concerns itself with the problems of combining various inputs of factors.

Sales is a process where in inputs or resources are transformed into outputs and it is the making of something out of something else. It may consist not only of goods but also of services as well. Therefore, production in economics means production of wealth or value, and not merely utility. In the process of production man tries to create from or place or time utility and value in a commodity.

DEFINITION OF SALESAccording to Hicks, says that Sales means any activity directed to the satisfaction of other peoples wants through exchange.

LET US VIEW THE COMBINEND COST OF SALESThe expenses incurred in the production of a commodity are included in the cost of production. The most generally accepted concept of cost of production is the money of cost of production which means the aggregate money expenditure incurred by a firm on various items in the production of a commodity.

For the production of any commodity or services, the firm has to employ various factors of production and pay for their services. In other words, it has to incur various expenses in a specified period of time to produce a given output. The total of such payments to the factors of production is called cost of production

DEINIATION OF COST SALESCost of sales means the total amount of expenditure, implicit and explicit, incurred in the production of a commodity or services.

ELEMENTS OF COST

There are broadly three elements of cost1. Material

2. Labor

3. ExpensesMATERIALThe substance from which the product is made is known as material. It may be in a raw state-raw material e.g. timber for furniture and leather for shoe, etc. It may also be in manufactured state- components, e.g. battery for car, speaker for radio, etc, Materials can be direct and indirect.

Direct Material: All materials which become an integral part of the finished product, the cost of which are directly and completely assigned to the specific physical units and charged to the prime cost, are known as direct material.

Indirect Material: All materials, which cannot be conveniently assigned to specific physical units, are termed as indirect material. Such commodities do not form part of the finished products. Consumable stores, lubrication oil, stationery and spare parts for the machinery are termed as indirect materials.LABOURHuman efforts used for conversion of material into finished products or doing various jobs in the business are known as labor. A payment made towards the labor is called labor cost. Labor can be direct and indirect.

Direct Labor: Direct labor is all labor expended and directly involved in altering the condition, composition or construction of the product. The wages paid to skilled and unskilled workers for manual work or mechanical work for operating machinery, which can be specifically allocated to a particular unit of production, is known as direct wages or direct labor cost. Indirect Labor: Labor employed to perform work incidental to production of goods or those engaged for office work, selling and distribution activities are known as 'indirect labor'.EXPENSEAll expenditures other than material and labor incurred for manufacturing a product or rendering service are termed as 'expenses'. Expenses may be direct or indirect.

Direct Expenses: Expenses which are specifically incurred and can be directly and wholly allocated to a particular product, job or service are termed as 'direct expenses'. It is also known as 'chargeable expenses'.

Indirect Expenses: All expenses excluding indirect material and indirect labour, which cannot be directly and wholly attributed to a particular product, job or service, are termed as 'indirect expenses'.TYPES OF COST

Fixed cost

Variable cost

Average cost

Marginal cost

FIXED COST

Fixed cost are those cost which do not vary with the output and typically includes rent, depreciation, insurance set up-cost and normal profit. They are also called as overheads.

Definition of fixed cost

A cost that does not change with an increase or decrease in the amount of goods or services produced .Fixed costs are expenses that have to be paid by a company, independent of any business activity. It is one of the two components of the total cost of goods or service, along with variable cost.

Total Cost = Total variable cost+ Total fixed cost

Total fixed cost = Total variable cost- Total cost

Total fixed cost = TFC=Constant

VARIABLE COST

Variable costs are costs that do vary with output, and they are called direct costs. Examples of typical variable costs include fuel, raw material, and some labor cost.

Definition of variable costs

A corporate expense that varies with production output, variable costs are those costs that vary depending on a companys production volume; they rise as production increases and all as production decreases. Variable costs differ from fixed costs such as rent, advertising, insurance and office supplies, which tend to remain the same regardless of production output. Fixed costs and variable costs comprise total cost.Total Variable Cost= TVC = TVC (q)

Total Variable Cost = Total Fixed Cost- Total Cost

Total Variable Cost =Total Quantity of Output * Variable cost per unit

AVERAGE COST

The average cost is the total cost divided by the number of goods produced. It is also equal to the sum of average variable costs and average fixed costs. Average cost can be influenced by the time period for production. Average costs are the driving factor of supply and demand within a market. Economists analyze both short run and long run average cost. Short run average costs vary in relation to the quantity of goods being produced. Long run average cost includes the variation of quantities used for all inputs necessary for production.

Average Total Cost = ATC (q) or AC (q) Average Fixed Cost = AFC Average Variable Cost = AVC (q) = ATC = AFC + AVC

Where,

TC = Total cost.

Q = Quantity.

AFC = Average Fixed Cost.

AVC = Average Variable Cost. MAGINAL COST

In economics, marginal cost is the change in the total cost when the quantity produced changes by one unit. It is the cost of producing one more unit of a good. Marginal cost includes all of the costs that vary with the level of production.

Marginal Cost = MC (q) MC (q1, q2) Marginal Fixed Cost = MFC = = 0

Marginal Variable Cost = MC = MFC + MVC = O + MVC = MVC

TOTAL COSTTotal cost, not surprising, is just the all- inclusive cost of production a given quantity of output. Mathematically speaking, total cost is a function of quantity.

Total Cost = TC = TC (q)

Chapter 4 Data Analysis and interpretation

YEARTOTAL COST in Rs

(lakhs)SALES in (Rs)COST/UNITS in Rs

2009-201034561.1661.66560.51

2010-201139363.4452.84744.95

2011-201253465.0055.50963.33

2012-2013105399.5177.801354.74

2013-201420627.0840.63507.68

2009-2010 2010-2011 2011-2012 2012-2013 2013-2014 INTERPRETATIONThe total cost is high in the year 2012-2013 compared to its previous years. In the year 2013-2014 the total cost has decreased from 1354.74 to 507.68 and it is low cost compared to its previous year. The total cost has decreased due to decrease in the sales cost. It is favorable to the company.

YEARTOTAL VARIABLE COST

in Rs

(lakhs)SALES

in (Rs)UNITS

in Rs

2009-201014860.5261.66241.00

2010-201120536.7252.84388.65

2011-201226944.1455.50485.48

2012-201375082.9877.80965.07

2013-201431800.6340.63782.68

INTERPRETATIONThe variable cost is high in the year 2012-2013 compared to its previous year. In the year 2013-2014 the variable cost has decreased from 965.07 Rs to 782.68 Rs, but it is high when compared to 2011-2012, 2010-2011 and 2009-2010. As the royalty, tiers and tubes cost has decreased when compared to the previous year, so the variable cost as decreased. Even though it is favorable to the company, still it has to control the variable cost.

YEARTOTAL FIXED COST

in Rs

(lakhs)SALES

in (Rs)

UNIT

in Rs

2009-201019700.6461.66319.50

2010-201118705.7152.84354.00

2011-201221244.7255.50382.78

2012-201330316.5377.80389.67

2013-201416567.4240.63407.76

INTERPRETATIONThe fixed cost is high in the year 2013-2014 compared to its previous years and its low in the year 2009-2010. The fixed cost has increased due to increase in the repairs and maintenance cost. It is unfavorable to the company as it affects the total cost. It results in the less profit.COMPARING THE COST OF DIFFERENT PARTICULARS

2009 to 2010

ParticularsCost

Sales

Unit

Rising & Transportation3325.8261.6653.93

Consumption of stores & spares3923.2961.6663.62

Power918.1461.6614.89

Royalty5904.3661.6695.75

Selling expenses788.9161.6612.79

INTERPRETATIONThe royalty is high in the year 2009-2010 than the other variable input. The selling expense is less than other expenses. The major variable cost is raising & transportation and consumable stores and spares.

IN 2010 TO 2011ParticularsCostSalesUnit

Rising & Transportation

2109.9652.8439.93


Power887.6152.8416.79

Royalty1281.8052.8424.25


INTERPRETATIONThe consumable stores and spares are higher than other inputs. The selling and expense is less than other inputs. The major variable cost is raising and transportation and consumable and spare of the total variable cost.IN 2011 TO 2012ParticularsCostSalesUnit


4103.9655.5073.94


Power766.4155.5013.80

Royalty1736.6655.5031.29


INTERPRETATIONThe consumable and spares cost is high than the other inputs. The selling expense is less than the other inputs. The major cost is raising and transportation and consumable and spares.



6714.8177.8086.30


Power860.8877.8011.90

Royalty2850.3577.8036.63


INTERPRETATIONThe rising and transportation is high than the other inputs. The power is less than the other input. The major cost is raising and transportation and consumption spares and stores.IN 2013 TO 2014ParticularsCostSalesUnit

Rising & Transportation1779.6140.6343.78


Power490.5640.6312.07

Royalty1437.7140.6335.38


INTERPRETATIONThe power and raising and transportation is high than the other inputs. Consumable stores and spares is less than the other inputs, so here major cost is transportation and raising and power



Sales and wages930.0961.6615.08

Electricity2816.3861.6645.67

Repairs & maintenance778.1961.6612.62

Misc exp3616.3661.6658.65

Depreciation2020.0861.6632.76

INTERPRETATIONThe miscellaneous expense and electricity is high than the other inputs. Repairs and maintenance is less than other inputs so, the major cost is electricity and miscellaneous.IN 2010 TO 2011ParticularsCostSalesUnit



Electricity2144.1552.8440.57


Misc exp2033.7552.8438.48


INTERPRETATIONThe depreciation is high than the other inputs. Repairs and maintenance is less than the other input, so here major cost is electricity and depreciation.IN 2011 TO 2012ParticularsCostSalesUnit



Electricity2210.4155.5039.82


Misc exp2442.5355.5044.00


INTERPRETATIONThe depreciation is high than the other inputs. Repairs and maintenance is less than the other inputs so, in this year major cost is miscellaneous expense and depreciation.

IN 2012 TO 2013

ParticularsCostSalesUnit



Electricity3623.7277.8046.57


Misc exp951.9177.8012.23


INTERPRETATIONThe electricity is high than the other inputs. Repairs and maintenance is less than the other inputs so here major cost is electricity and depreciation.IN 2013 TO 2014ParticularsCostSalesUnit



Electricity330.2740.638.13


Misc exp1405.0640.6334.58


INTERPRETATIONThe salary and wages is high than the other inputs. Electricity is less than the other inputs so here major cost is stores and spares and electricity.

VARIABLE COST ITEMS PER UNIT

Transportation

YearTransportation

SALESUNIT

2009-20103325.8261.6653.93

2010-20112109.9652.8439.93

2011-20124103.9655.5073.94

2012-20136714.8177.8086.30

2013-20141779.6140.6343.78

INTERPRETATIONThe transportation cost is high in the year 2012-2013 that is 86.3 Rs than the rest years. It is less in the year 2010-2011 that is 39.93. It is varying from year to year.

Consumption of stores & spares

YearConsumption of stores & sparesSALESUNIT

2009-20103923.2961.6663.62

2010-20114262.3352.8480.66

2011-20124437.7655.5079.95

2012-20135055.5577.8064.98

2013-2014605.5540.6314.90

INTERPRETATIONThe consumable stores and spares is high cost in the year 2010-2011 that is 80.66. In the current year the cost is 14.9 very less than previous years. From the year 2011-2012 the cost has decreased. This is favorable to the company.Power

YearPowerSALESUNIT

2009-2010918.1461.6614.89

2010-2011887.6152.8416.79

2011-2012766.4155.5013.80

2012-2013862.9177.8011.09

2013-2014490.5640.6312.07

INTERPRETATIONThe power cost is high in the year 2010-2011 that is 16.79 more than the other year. The cost is fluctuating year by year.

Royalty

YearRoyaltySALESUNIT

2009-20105904.3661.6695.75

2010-201112811.8052.84242.38

2011-201217364.6655.50312.87

2012-201328502.3577.80366.35

2013-201414375.7140.63353.80

INTERPRETATIONThe royalty is high in year 2009-2010 that is 95.75 than rest of the years .It is less in the year 2010-2011 that is 24.25.the cost has increased from the year 2010-2011 to 2012-2013 and it has decreased from 36.63 to 35.38 in the year 2012-2013 to 2013-2014.

Selling & expenses

YearSelling& expenseSALESUNIT

2009-2010788.9161.6612.79

2010-2011465.0152.848.83

2011-2012271.3555.504.88

2012-20133394.9977.8043.62

2013-2014883.5940.6321.74

INTERPRETATIONThe selling expense is high in year 2013-2014 that is 43.62 more than other years. It is less in the year 2012-2013 that is 4.88. The cost is fluctuating year by year. In 2013-2014 it has decreased.

FIXED COST ITEMS PER UNIT

Consumption of stores & spares

YearStores & sparesSALESUNIT

2009-20101168.7261.6618.95

2010-20111275.5152.8424.13

2011-20121309.9055.5026.60

2012-20131207.1377.8015.51

2013-20142116.3640.6352.08

INTERPRETATIONThe fixed cost item of stores and spares is high in the year 2013-2014 that is 52.08 with compare to the previous years. It is less in the year 2012-2013 that is 15.51. In the current year the cost has increased from 15.51 to 52.08.

Salary and wagesYearSalary& wagesSALESUNIT

2009-2010930.0961.6615.08

2010-20111006.3252.8419.00

2011-20121155.5455.5020.82

2012-20131287.7877.8016.55

2013-20142159.4940.6353.15

INTERPRETATIONThe salary and wages high in the year 2013-2014 that is 53.15 compare to previous years. It is less in the year 2009-2010 that is 15.08. the salary and wages has increased from 16.55 to 53.15 Rs.

Electricity

YearElectricitySALESUNIT

2009-20102816.3861.6645.67

2010-20112144.1552.8440.57

2011-20122210.4155.5039.82

2012-20133623.3577.8046.57

2013-2014330.2740.638.13

INTERPRETATIONThe electricity cost is high in the year 2012-2013 that is 46.57 the rest of years. It is less in the year 2013-2014 that is 8.13. The cost is varying year by year. Repairs & maintenance

YearRepairs & maintenanceSALESUNIT

2009-2010778.1961.6612.62

2010-2011852.2652.8416.12

2011-20121141.3855.5020.56

2012-2013811.5977.8010.43

2013-20141532.3340.6337.77

INTERPRETATIONThe repairs and maintence cost is high in the year 2013-2014 that is 37.77. It is less in the year 2012-2013 that is 10.43. in the current year the cost has increased.Miscellaneous expense

YearMisc expSALESUNIT

2009-20103616.3661.6658.65

2010-20112033.7552.8438.48

2011-20122442.5355.5044.00

2012-2013951.9177.8012.23

2013-20141405.0640.6334.58

INTERPRETATIONThe miscellaneous expense is high in the year 2009--2010 that is 58.65 it is less than the previous year. It is less in the year 2012-2013 that is 12.23.

Depreciation

YearDepreciationSALESUNIT

2009-20102020.0861.6632.76

2010-20112391.1352.8443.88

2011-20122585.9655.5046.59

2012-20132278.4077.8029.28

2013-2014880.5040.6321.67

INTERPRETATIONThe depreciation cost is high in the year 2011-2012 that is 46.59 the rest of years. It is less than the year 2013-2014 that is 21.67.in the current year the cost has decreased.

COST SHEET OF SLR Metaliks LTD COMPANY(Rs in lakh)PARTICULAR2009-20102010-20112011-20122012-20132013-2014

Direct Material2714.332523.892713.993323.843256.38

Maintenance cost2714.332523.892713.993323.843256.38

Direct Expense

Royalty3325.8212811.84103.9628502.3528502.35

Rising & Transfer5904.362109.9617364.666714.186714.18

Other Expense3616.362033.752442.59517.91-

Prime Cost15560.8719479.426625.1148058.2838472.91

Add :Factory Overhead

Tools259.31285.68231.56195.51-

Indirect materials5640.026876.497941.878765.18 9,226.44

Stores & Spares1106.145537.845747.666262.68341.88

Power918.141090.09966.591095.25352.08

Repairs & maintenance778.19852.261141.38811.5928502.35

Depreciation2020.82391.132442.532278.4416.11

Total Factory Overhead26282.7536512.8944865.1467466.8977311.77

Add: Administrative Overhead

Salary& Wages9301.0910062.3211554.5412877.783389.34

Lease Rent5904.3612811.817364.6628502.35460.06

Cost of production41488.259387.0130860.87108847.0281161.17

Add: Selling & Distribution

Loading & Dispatch1946.462189.12346.322475.653607.28

Selling & Expense788.91465.012617.6733950.0225103.84

Selling & Expense2414.45121.02---

Cost of sales46638.0262162.1476402.01145272.69109872.29

Profit182274.14255281.77269114.42418929.3134579.55

Sales135636.12193119.63192712.46273656.6124,707.26

INTERPRETATIONThe prime cost is high in 2012-2013 as compared to previous years 2009-2010, 2010-2011, 2011-2012 & 2013-2014. The prime cost is unfavorable to the company.

In the current year factory overhead is more than the previous year, because here inputs are more than previous year they are material cost and repairs. The remaining cost is less than previous cost.

The factory cost of 2012-2013 is high compared to the rest years. The factory cost is unfavorable to the company due to increase in factory overheads and depreciation cost as compared to 2010-11 to 08-09 but depreciation of 11-12 is less than 10-11 , even though the factory cost is high, because of more prime cost.

Cost of production iron-ore in the year 2014-2013 high, because the cost of stores and spares overhead is more as compared to other four years and cost of tools is less as compared to 2010-2011, 2011-2012 but the cost tools is more as compared to earlier year because of high administrative over head . Hence it is not unfavorable.

Cost of sales is 2012-2013 is more due to high sales values as compared to the other four years. Hence it is favorable to the company. Profit of 2012-2013 is high. This is due to low finance charges as compared to 2009-2010 and 2010-2011 but it is more as compared to 2011-2012 and also due to high profit.

The company performance in the year 11-12 is good. But it is difficult to cell whether the iron-ore segment has performed well or co-generation. Segment has performed well.

YearPrime costSalesPer unit

2009-201015560.87135636.120.11

2010-201116955.51193119.630.09

2011-201223911.12192712.460.12

2012-201344734.44273656.610.16

2013-201435216.5324707.261.42

INTERPRETATIONThe material cost is high in the current year than its previous year.

YearFactory overheadSalesPer unit

2009-201010721.88135636.120.08

2010-201117033.49193119.630.09

2011-201218471.59192712.460.09

2012-201319408.61273656.610.07

2013-201438838.8624707.261.57

INTERPRETATIONThe factory cost in the year 2013-2014 is high as compared to 2009, 2010, 2011 and 2012, due to increase in factory overheads, power and maintenance year by year. It is unfavorable to the company.

YearAdministrative overheadSalesPer unit

2009-201015205.45135636.120.11

2010-201122874.12193119.630.12

2011-201228919.2192712.460.15

2012-201341380.13273656.610.15

2013-20143849.424707.260.16

INTERPRETATION

The administrative cost in the year 2013-2014 is high as compared to 2009, 2010, 20101and 2012, due increase in administrative cost salary and lease rent cost as compared to 2011 and 2012. The administrative cost is unfavorable to the company.

YearSelling and distribution overheadSalesPer unit

2009-20105149.82135636.120.04

2010-20112775.31193119.630.01

2011-20122617.67192712.460.01

2012-201336425.67273656.610.13

2013-201428711.1224707.261.16

INTERPRETATIONThe selling and distribution cost in the year 2013-2014 is high as compared to previous year. The selling cost is unfavorable to the company due to increase in selling cost, loading and selling expenses as compared to 2009 and 2012 but loading and expenses 2013-2014 less than the 2010 and 2011.

YearProfitSalesPer unit

2009-2010182274.14135636.121.34

2010-2011255281.77193119.631.32

2011-2012269114.42192712.461.39

2012-2013418929.3273656.611.53

2013-2014134579.5524707.265.44

INTERPRETATIONThe profit of the cost sheet in the year 2013-2014 is high than the previous year. It is due to increase in the material cost, factory cost, administrative cost and selling cost in 2013 less than the 2010 and 2009. In this company cost of profit is high compared to previous year.

Chapter 5

FINDINGS1) The total cost has increased continuously from 2009 to 2013 but it has decreased in the current year from 1354.74 to 507.68. It is due to decrease in the variable cost. The fixed cost has increased in the year 2013-2014 only in 407.75.

2) The fixed cost is increasing year by Year. In the current year the fixed has increased from 389.67 to 407.75. The reason is increase in the consumption stores and spares, sales and wages, repair and maintenance and miscellaneous expenses.

3) The variable cost has continuously increased from 2009 to 2013. In the current year the variable cost has decreased from 965.07 to 782.68 compared to previous year.

4) The major fixed cost are consumable store and spares is the year 2013-2014 52.08 salary andwages is the year 2012-2012 in 53.15 and depreciation in the year 2011-2012 is 46.59.

5) The minor costs are miscellaneous expense in the year 2012-2013 is 34.58 and repairs andmaintencein year 2013-2014 is 37.77.

6) The major variable cost royalty in the year 2009-2010 is 95.75 and transportation in the year 2012-2013is 86.3.7) The minor variable cost selling and expense in the year 2012-2013 in 43.62 and power in the year 2010-2011 is 16.79.

8) The cost of sales very high in the year 2012-2013.Due to high in prime cost, variable cost and administrative cost hence it is unfavorable to the company.9) The current year Repairs and Maintenance and Salary and Wages increased.SUGGESTION1) Since the total cost has increased due to increase in variable cost .The management has to control the variable cost.

2) The increase in the variable cost is due to increase in transportation. So the management has to control the two costs.

3) Even though the fixed has increased slightly. The company has to control the cost since as the year passes it may lead in the increase of the total cost.4) To control the fixed cost the management has to control the major cost that is consumable store and spares cost.

5) The material cost as control in current year.6) Due to control the current year repairs and maintence and salary and wages.

7) The factory overhead and administrative overhead has to be control by the management.

CONCLUSIONIt has been an excellent opportunity for me to carry out the study on cost of sales at SLRMetaliks. It has helped to a great extent to have an insight into the practical realities of the subject. I tried my best effort for the completion of my project study.I have been able to study and I feel it essential to receive various aspects of my study and some findings and few suggestions.

The variable cost increased continuously from 2009-2014. The variable cost decreased from 965.07 to 782.68 compared to previous year.

In the cost sheet factory overhead and administrative overhead has to be control by the management.

BIBLIOGRAPHYBOOKS

Cost Accounting----------------------------------------------M Y Khan P K JainCost Accounting----------------------------------------------Dr. G.B. BaligarARTICLES

Annual reports of the company.

Cost sheet of the company.WEB BLIOGRAPHY

www.slrsltd.co.inANNEXURE

PHYSICAL PERFORMANCE

Production

Product2012-20132013-2014Percentage

change

Percentage272.6271.8436,289.00

change

Diamond18,043.4431,533.3975%

(Carats)

Sponge Iron37,260.0036,289.0075%

(Tones)

SALES OF IRON ORE

Physical performance in lakh tonespercentageValues ( rs in core)

Particularschange

2012-20132013-20142012-20132013-2014

Domestic269.16246.72-8%10,894.60-12%

Export through MMTC3.8516.02316%272.93250%

Total Sales273.01262.74-4%11,167.56-5%

FINANCIAL PERFORMANCE

Operating Results

Percentage of

Parameter2012-132013-14change

Profit Before Tax from

continuing operations (PBT)10,7609,462-12%

(Rs. in crore

Profit Before Tax from

continuing operations (PBT)7,2656,342-13%

(Rs. in crore

Net Worth (Rs. in crore)24,39627,50513%

Book value per share (Rs.)61.5369.3713%

Earnings per Share (Rs.)18.3316-13%

BALANCESHEET ON 2009-2011

DEPARTMENT OF MBA,GMIT.Davangere

68

_1491398306.xlsChart1

23.6CS&SCS&S

20.82S &WS &W

39.82ELECTRICITYELECTRICITY

20.56R & MR & M

44M.EXM.EX

46.59DEPDEP

Series 1

Column1

Column2

Sheet1

Series 1Column1Column2

CS&S23.6

S &W20.82

ELECTRICITY39.82

R & M20.56

M.EX44

DEP46.59

To resize chart data range, drag lower right corner of range.

_1491398324.xlsChart1

319.52009-20102009-2010

3542010-20112010-2011

382.782011-20122011-2012

389.672012-20132012-2013

407.762013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-2010319.5

2010-2011354

2011-2012382.78

2012-2013389.67

2013-2014407.76


_1491398333.xlsChart1

0.742009-20102009-2010

0.792010-20112010-2011

0.742011-20132011-2013

0.642012-20132012-2013

0.672013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-20100.74

2010-20110.79

2011-20130.74

2012-20130.64

2013-20140.67


_1491398340.xlsChart1

0.752009-20102009-2010

0.332010-20112010-2011

2.222011-20122011-2012

1.812012-20132012-2013

3.142013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-20100.75

2010-20110.33

2011-20122.22

2012-20131.81

2013-20143.14


_1491476074.xlsChart1

0.442009-20102009-2010

0.332010-20112010-2011

1.952011-20122011-2012

1.472012-20132012-2013

2.762013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-20100.44

2010-20110.33

2011-20121.95

2012-20131.47

2013-20142.76


_1491398335.xlsChart1

0.322009-20102009-2010

0.82010-20112010-2011

3.272011-20122011-2012

0.442012-20132012-2013

6.812013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-20100.32

2010-20110.8

2011-20123.27

2012-20130.44

2013-20146.81


_1491398328.xlsChart1

3.972009-20102009-2010

8.152010-20112010-2011

4.722011-20122011-2012

4.152012-20132012-2013

6.252013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-20103.97

2010-20118.15

2011-20124.72

2012-20134.15

2013-20146.25


_1491398331.xlsChart1

17.572009-20102009-2010

32.072010-20112010-2011

23.592011-20132011-2013

19.072012-20132012-2013

24.552013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-201017.57

2010-201132.07

2011-201323.59

2012-201319.07

2013-201424.55


_1491398326.xlsChart1

2412009-20102009-2010

388.652010-20112010-2011

485.482011-20122011-2012

965.072012-20132012-2013

782.682013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-2010241

2010-2011388.65

2011-2012485.48

2012-2013965.07

2013-2014782.68


_1491398315.xlsChart1

86.3R & TR & T

64.98CS &SCS &S

11.9POWERPOWER

36.63ROYALTYROYALTY

43.62S,EXS,EX

Series 1

Column1

Column2

Sheet1


R & T86.3

CS &S64.98

POWER11.9

ROYALTY36.63

S,EX43.62


_1491398319.xlsChart1

39.93R & TR & T

80.66CS &SCS &S

16.79POWERPOWER

24.25ROYALTYROYALTY

8.83S.EXS.EX

Series 1

Column1

Column2

Sheet1


R & T39.93

CS &S80.66

POWER16.79

ROYALTY24.25

S.EX8.83


_1491398322.xlsChart1

59.26R&TR&T

63.62CS&SCS&S

14.89POWERPOWER

95.75ROYALTY0

12.79S.EXS.EX

Series 1

Column1

Column2

Sheet1


R&T59.26

CS&S63.62

POWER14.89

ROYALTY95.75\

S.EX12.79


_1491398317.xlsChart1

73.94R & TR & T

79.95CS&SCS&S

13.8POWERPOWER

31.29ROYALTYROYALTY

4.88S.EXS.EX

Series 1

Column1

Column2

Sheet1


R & T73.94

CS&S79.95

POWER13.8

ROYALTY31.29

S.EX4.88


_1491398310.xlsChart1

18.95CS & SCS & S

15.08S & WS & W


12.62RE &MARE &MA

58.65MISC EXMISC EX

32.76DEPDEP

Series 1

Column1

Column2

Sheet1


CS & S18.95

S & W15.08

ELECTRICITY45.67

RE &MA12.62

MISC EX58.65

DEP32.76


_1491398312.xlsChart1

43.78R & TR & T

14.9CS& SCS& S

43.78POWERPOWER

35.38ROYALTYROYALTY

21.74S. EXS. EX

Series 1

Column1

Column2

Sheet1


R & T43.78

CS& S14.9

POWER43.78

ROYALTY35.38

S. EX21.74


_1491398308.xlsChart1

24.13CS & SCS & S

19S & WS & W


16.12R & MR & M

38.48M. EXM. EX

43.88DEPDEP

Series 1

Column1

Column2

Sheet1


CS & S24.13

S & W19

ELECTRICITY40.57

R & M16.12

M. EX38.48

DEP43.88


_1491398287.xlsChart1

18.952009-20102009-2010

24.132010-20112010-2011

23.62011-20122011-2012

15.512012-20132012-2013

52.082013-20142013-2014

Series 1

Column1

Column2

Consumption stores and spares

Sheet1


2009-201018.95

2010-201124.13

2011-201223.6

2012-201315.51

2013-201452.08


_1491398296.xlsChart1

63.622009-20102009-2010

80.662010-20112010-2011

79.952011-20122011-2012

64.982012-20132012-2013

14.92013-20142013-2014

Series 1

Column1

Column2

Consumable stores& spares

Sheet1


2009-201063.62

2010-201180.66

2011-201279.95

2012-201364.98

2013-201414.9


_1491398301.xlsChart1

52.08CS & SCS & S

53.15S & WS & W


37.77R &MR &M

34.58M.EXM.EX

21.67DEPDEP

Series 1

Column1

Column2

Sheet1


CS & S52.08

S & W53.15

ELECTRICITY8.13

R &M37.77

M.EX34.58

DEP21.67


_1491398303.xlsChart1

15.51CS & SCS & S

16.55S & WS & W


10.43R & MR & M

12.23M.EXM.EX

29.28DEPDEP

Series 1

Column1

Column2

Sheet1


CS & S15.51

S & W16.55

ELECTRICITY46.57

R & M10.43

M.EX12.23

DEP29.28


_1491398298.xlsChart1

53.932009-20102009-2010

39.932010-20112010-2011

73.942011-20122011-2012

86.32012-20132012-2013

43.782013-20142013-2014

Series 1

Column1

Column2

Transportation

Sheet1


2009-201053.93

2010-201139.93

2011-201273.94

2012-201386.3

2013-201443.78


_1491398292.xlsChart1

95.752009-20102009-2010

24.252010-20112010-2011

31.292011-20122011-2012

36.632012-2032012-203

35.382013-20142013-2014

Series 1

Column1

Column2

Royalty

Sheet1


2009-201095.75

2010-201124.25

2011-201231.29

2012-20336.63

2013-201435.38


_1491398294.xlsChart1

14.892009-20102009-2010

16.792010-20112010-2011

13.82011-20122011-2012

11.092012-20132012-2013

12.072013-20142013-2014

Series 1

Column1

Column2

Power

Sheet1


2009-201014.89

2010-201116.79

2011-201213.8

2012-201311.09

2013-201412.07


_1491398290.xlsChart1

12.792009-20102009-2010

8.832010-20112010-2011

4.882011-20122011-2012

43.622012-20132012-2013

21.742013-20142013-2014

Series 1

Column2

Column1

Selling expense

Sheet1


2009-201012.79

2010-20118.83

2011-20124.88

2012-201343.62

2013-201421.74


_1491398278.xlsChart1

58.652009-20102009-2010

38.482010-20112010-2011

442011-20122011-2012

12.232012-20132012-2013

34.582013-20142013-2014

Series 1

Column1

Column2

Misellneous expense

Sheet1


2009-201058.65

2010-201138.48

2011-201244

2012-201312.23

2013-201434.58


_1491398283.xlsChart1

45.672009-20102009-2010

40.572010-20112010-2011

39.822011-20122011-2012

46.572012-20132012-2013

8.132013-20142013-2014

Series 1

Column1

Column2

Electricity

Sheet1


2009-201045.67

2010-201140.57

2011-201239.82

2012-201346.57

2013-20148.13


_1491398285.xlsChart1

15.082009-20102009-2010

192010-20112010-2011

20.822011-20122011-2012

16.552012-20132012-2013

53.152013-20142013-2014

Series 1

Column1

Column2

Salary and wages

Sheet1


2009-201015.08

2010-201119

2011-201220.82

2012-201316.55

2013-201453.15


_1491398281.xlsChart1

12.622009-20102009-2010

16.122010-20112010-2011

20.562011-20122011-2012

10.432012-20132012-2013

37.772013-20142013-2014

Series 1

Column1

Column2

Repairs & maintenance

Sheet1


2009-201012.62

2010-201116.12

2011-201220.56

2012-201310.43

2013-201437.77


_1491398274.xlsChart1

0.112009-20102009-2010

0.082010-10112010-1011

0.122011-20122011-2012

0.162012-20132012-2013

1.422013-20142013-2014

Series 1

Column1

Series 3

Sheet1

Series 1Column1Series 3

2009-20100.11

2010-10110.08

2011-20120.12

2012-20130.16

2013-20141.42


_1491398276.xlsChart1

32.762009-2002009-200

43.882010-20112010-2011

46.592011-20122011-2012

29.282012-20132012-2013

21.672013-20142013-2014

Series 1

Column2

Column1

Depriciation

Sheet1


2009-20032.76

2010-201143.88

2011-201246.59

2012-201329.28

2013-201421.67


_1491398269.xlsChart1

0.112009-20102009-2010

0.122010-20112010-2011

0.152011-20122011-2012

0.152012-20132012-2013

0.162013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-20100.11

2010-20110.12

2011-20120.15

2012-20130.15

2013-20140.16


_1491398271.xlsChart1

0.082009-20102009-2010

0.092010-20112010-2011

0.092011-20122011-2012

0.082012-20132012-2013

1.572013-20142013-2014

Series 1

Column1

Column2

Sheet1

Column3Series 1Column1Column2

2009-20100.08

2010-20110.09

2011-20120.09

2012-20130.08

2013-20141.57


_1491398267.xlsChart1

0.042009-20102009-2010

0.012010-20112010-2011

0.012011-2012011-201

0.132012-20132012-2013

1.162013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-20100.04

2010-20110.01

2011-2010.01

2012-20130.13

2013-20141.16


_1491398265.xlsChart1

1.342009-20102009-2010

1.322010-20112010-2011

1.392011-20122011-2012

1.532012-20132012-2013

5.442013-20142013-2014

Series 1

Column1

Column2

Sheet1


2009-20101.34

2010-20111.32

2011-20121.39

2012-20131.53

2013-20145.44


Documents

Uma final report.doc