Cost Volume Profit

COST VOLUME PROFIT ANALYSIS

T.JOHN INSTITUTE OF TECHNOLOGY Page 1

INDUSTRIAL PROFILE .

The first organization attempt in providing safe milk to customers was made by military dairy

forms. With objectives of supplying milk to the British troops in India. The next attempt with the

organized dairying was in Bombay city by the British government, to improve the city milk supply. In

fact Mr.R.A. Pepperell, the secretary of the milk marketing board of England, in a press meeting in 1944,

stated that the sewage of London this necessitated the Government intervention in the year 1945, which

led establishment of the Bombay milk scheme and a private firm owned by Mr. Polson, located at Anand

400 Kms North Of Bombay, to supply milk to the scheme.

To opening up the attractive market of Bombay, to the milk producers of Kaira District,

provided the stimulus to increase their production shortly after India became independent, the

Government of Bombay realized that the prevailing system of milk contractors, traded and the private

Polson dairy were the farmers of Kaira district. Co-operative milk union (Popularly known as AMUL)

started with a modest collection of 250 liters of milk per day in 1948, with village milk producer’s

society. AMUL has grown to a size where it today handles some 8, 50,000 liters and more of milk a day

in the peak season. The Kaira’s co-operative society has got the membership of some 36, 00,000 farmers,

and pays nearly Rs.100 crores to its farmer members for the milk supplied by them. The co-operative

society owns a dairy, which processes dairy products in competition with private industry under the brand

name “AMUL”

The leading national brand name in dairy products surprising through it may seem, it was the Kaira’s co-

operative which disproved the myth spread by the multinational that baby food and condensed milk could

not be made in India and therefore had to be imported, taking this as a challenge and making both

products successfully from buffalo milk.

In the above structure the role of the Government is to supervise, to guide, to encourage, disciplining the

co-operative societies when the need arises. The Anand pattern combines the power of the people with

professional management in a vertical integrated structure, which establishes a direct link between the

producers and customers.

This co-operative structured in Kaira was in other districts of Gujarat and all the district unions so framed

were federated in to the Gujarat co-operative milk marketing federation.

The entire structure is owned and operated by farmer elected members, who in turn employ professionals

to manage the day today functions of the co-operatives. The structure enables a blend of modern

technology with traditional diary framing without causing any financial burden on the state exchequer.

Today, the Gujarat Co-operative milk marketing federation has a total membership of over 22 lakhs

farmers, with a turnover of about Rs.270 crores a year.

When the Prime minister, Sir.Lal Bahadur shastri visited Kaira District in1964, he compared the AMUL

co-operative with the other government milk Schemes set up all over the country and decided that the

(AMUL) “Anand Pattern” should be replicated nationally. Thus, the national Diary Development Board

(NDDB) was set up in 1965 with a mandate to adopt “Anand” Pattern throughout India. It was however



found that every state (except Gujarat) had a Diary development corporation managing over 100

government milk schemes located in town and cities, all of the which were running under loss. There was

resistance to the creation of farmer owned organization and the states were not willing to commit funds

for dairy development for the creation of “Anand”.

Mean while, in the latter half of the 60’s; surplus conserved milk solids were piling up in most of the

European Countries. The NDDB saw this opportunity and used it to go generated funds to finance

replication of “Anand”. The programmed of NDDB formulated to meet this objective was called

Operation Flood and the Government of Indian approved the Programmed in 1969.

Thus, Operation Flood was launched in1970 with funds generated from the sale of gifted milk powder

and butter oil from the world flood programmed to replicate “Anand” pattern in the country. The

Programmed has continued to grow, with funds generated from gifted dairy commodities received from

the European Economic Community and funds provided by World Bank. The progress of Operation

Flood is illustrated in exhibit (1 to 8).

The Anand pattern has now been implicated in milk sheds covering 242 districts. Nearly 150 lakhs milk

producers are members of these co-operatives and received sum of over Rs.850 crores as payment for the

sale of milk to their co-operative during 1986-87. Most of these products are small and marginal farmers

or landless laborers, 21% have no land, another 66% are small marginal farmers having less than four

hectares of land, and over 70% of the families have only two milk animals or less.

The establishment of a co-operative structure as a ready and regularly buyers of milk has generally

improved prices to farmers. For example, the average price paid by the Delhi Mother Dairy to the state

co-operative federations has increased from Rs.230 to Rs 4015 per Kg. of mixed milk (6.05%fat, 9.90%

SNF) between the year 1980 and 1986 (as it has not been possible for the government to permit an

increase in the sale price of milk)

With the expansion of Operation Flood and increase coverage by the co-operatives, the private trade is

now required to compete with the co-operative and has therefore been prevent from unduly exploiting the

milk producer. The collective interest of the state co-operative structure has been established by the

farmers and is an alternative to the exploitative trading marketing system. It has been established that the

Anand pattern can be replicated outside Gujarat and survive in from competition. The co-operative have

also established their credibility in the production and marketing of a range of milk products under their

respective brand names in different packaging to suit the consumers.

Realized the benefits of the Anand pattern, the Government has asked NDDB to extend the co-operative

system to restructure production and marketing systems of many other primary products as oil seeds,

fruit, vegetables, fisheries distribution etc.



ANAND PATTERN MILK CO-OPERATIVES:

The basic unit in the Anand pattern is the village milk product co-operatives, a voluntary

association of milk collection. All the village milk cooperatives in a district are the members of

their district cooperative milk union.

Every producer’s, milk is tested and paid for, on the basis of the quality of the milk. Usually the

morning milk is paid for in the evening and the evening milk is paid for the next morning. The

village societies also market nutritionally balanced compound clarified produced by the cattle

feed plant owned and operated by the district level unions.

The union also operates the network of veterinary services to provide routine and emergency

services for animal health care. The village societies elect the board of directors of centralized

facilities of the union. This is the responsible for the board of the day to day activities. A

manager Director, who report to the elected chairman and the Board of Directors, professionally

manages each union. The dairy owned by a union, usually has milk-drying plant to convert the

seasonal surplus into milk powder and other conserved products.

With the help of the drying plant, the union is able to ensure that milk products get 80% to90%

of the lean season price even in the flues season. This has enabled the farmers to get 20% to 40%

higher prices than what would have got if they were not a part of the co-operative systems. The

middlemen have usually been paying only 50% to 60% of the lean season price in the flush

season.

Bulk of the out-of-pocket expenditure on the milk production is the purchase of cattle feed

concentrates like oil cake, cottonseeds etc., owned and operated by the co-operative is able to

provide naturally balanced cattle feed at price 20% to 30% over the price of the traditional feeds.

The milk collection from the village is usually sent to the co-operative dairy through trucks hired

by the co-operative dairy, tries to market the bulk of its liquid milk and converts the surplus milk

into products. Professional managers employed by the co-operative ensure, that they get the best

return for their produce.

DAIRY INDUSTRY IN KARNATAKA:

In June 1974, an integrated project was launched in Karnataka to restructured and reconcile the

dairy industry on the co-operative principles and laid foundation for new World Bank aided dairy

development projects in 1975.

Initially the project covered 8 southern districts of Karnataka dairy Development Corporation

was set up to implement the project. The multi level activities were set up with Dairy co-



operative societies at gross root levels, milk union at the middle level as an apex body vested

with the dairy development activities continued under operation Flood-II, the activities were

extended to cover the entire state except coastal Taluks of Uttar Karnataka district. The process

of dairy development continued in the second phase from 1984, KMF come in to existence.

In May 1984, as a successor to KDDC after the closure of operation Flood-II dairy development

activities continued under Flood-II with 700 professionals. While the IDC is Government of

India Company, the NDDB is a registered society. NDDB, apart from providing services for the

implementation of operation Flood also provides the applied research and development support

to the projects.

In Karnataka on June 4th

, 1975 four Milk Unions were started in Bangalore, Mysore,

Tumkur and Hassan, Karnataka Dairy Development Corporation (KDDC) got re-named as

Karnataka Milk Federation and the Mysore Corporative Milk Producers Societies Union Ltd in

to “Mysore-Chamarajanagar District Coop Milk Producers Societies Union Ltd “

MARKET SHARE OF NANDINI MILK:

The market share of Nandini milk is shown as follows:

1. Nandini Milk- 75% (MYMUL Market Share in Mysore Dist. Is 53%)

2. Private milk- 25%

Though it was registered on 30th

March 1977, it was handed over to the Union in 1987

Dairy development in Mysore District:

The Mysore dairy, which was taken up by Mysore milk union on 1st June 1987, has an

installed capacity of 60 TLPS. This was extended to 100 TLPS. It was future extended up to

100 TLPD during operation flood, Second in Hansur with 30TLPD and recently in Kollegal

was established with 30 TLPD capacities.

KMF/MYMUL Ltd., as structured on co-operative principle consists of three Levels namely,

1. Village level- Diary Co-operative Society.

2. District level- Milk Union of Districts.

3. State level – The Federation of Milk union.

The structure of MYMUL is functional in nature. The managing committee takes all the

decisions, which consists of managing director and functional Department heads.



When we look at the organization chart, we find that the structure is in line with

various heads of the functional department reporting to the chairman and managing director.

Objectives:

Karnataka Milk Federation is a co –operative apex in the body in the state of the Karnataka for

the representing Dairy Farmers Organization and also implementing Diary development

activities the following objectives.

1. Providing assured and remunerative market for the entire Milk Producers.

2. Providing hygienic Milk to urban consumers.

3. To build village level Institutions in Co-operative sector to manage the dairy activities.

4. To ensure Milk Production for self-employment at village level, preventing migration to

urban area, introducing cash economy and opportunity for regular income.

5. The philosophy of Dairy Development is to eliminate middle men and organize

institutions to be owned managed by the Milk Producers themselves, Achieving

Economies of scale to ensure maximum return to the Milk producers, at the same time ,

providing whole some milk at lowest possible price to Urban Consumers.

6. Inspiring rural people for Milk production as an added occupation along with agriculture.

7. Providing self-employment for rural folk and making them stable by providing financial

assistance.

8. To provide mobile veterinary and emergency services for animals of rural areas.

9. Providing regular market for milk producers throughout the year.

The complex network of Co-Operative Organization should build a bridge between millions of

consumers and milk producers. Of the other side to achieve a Socio Economic Revolution within

the state.

Location:

Mysore Dairy is located within the city limit of Mysore at Siddhartha Layout on

T.Narasipura Road, a few km from heart of the city. The Mysore dairy has been built in the area

of 10.25 acres of land, the building is worth Rs.51.42 Lakhs.

Government of Karnataka has taken golden step to make the farmers involved in dairy

development activities and increased their income level and standard of living.



COMPANY PROFILE.

A. BACKGROUND AND INCEPTION OF THE COMPANY.

UNDER the World Bank aided Karnataka dairy development projects, the activities on

development were taken to in the year 1975. The Mysore co-op milk producers societies union

ltd; was established on 23-11-1976, having the jurisdiction extended to the entire Mysore district

and five taluks of Mandy district. The union undertook the work of organization of milk co-

operatives in AMUL, pattern’ with main objective of socio-economic reformation of the rural

areas through dairying as main subsidiary occupation.

1. Milk Producers Co-Operative Societies: (MPCS)

These MPCS are in every village consisting of 50 and above members with the Rs.10

share and Re.1 advance, to each of them. Among members 8 Directors are elected, in that

two seats are reserved (For SC, Or ST) candidates and another for a lady candidate. Out

of these 8 directors one is elected to be a president. In Mysore District 803 societies are

registered and properly functioning.

2. District Level Milk Union: (DMU)

The federation is named as “Karnataka Milk Federation”. The president of the DMU is

elected and he is the supreme authority.

Once in three years union election is held to select a chairman, where board of directors

constitute of a chairman and one MD of the union, one KMF representative, one NDDB

representative, one representative from registrar of co-operative society and one from the

department of Animal husbandry

Main functions of the union:

To provide remunerative market for the milk produced by the rural farmers.

First aid facilities the society level.

Emergency visits to treat the animals on a nominal fee to be collected from producers.

Cross breeding facility through artificial insemination service.

Technical guidance and supply of root slips or seeds for fodder cultivation the member of

the co-op societies.



Effective supervision of extension services through field execution on the union.

Supply of balance 3 cattle feed to the farmers of the co-op societies at subsidiary rates.

Intensive co-op program’s to the women members of the dairy co-op societies through

development program.

B. NATURE OF THE BUSINESS CARRIED:

The nature of Mysore milk union is that procuring the milk from society and that milk

is bring through tankers for various centers. Those, which are near & convenient to various

societies.

The unions process the milk & market in urban area through by various agents. The union

providing service to milk producers technical inputs like veterinary services seeds, fodders etc.,

& also by giving training to farmers 7 also induction program. The union providing various

products to market like toned milk, along with curd, ghee, Peda also providing. This is the nature

& business carried of the MYMUL.

C. VISION, MISSION, AND QUALITY POLICY:

VISION:

The vision of the MYMUL has to provide good quality milk to the

consumers at reasonable price.

“To create unity of workers for providing a better service to consumers of

milk, to help in social and economic development of the country and get

reliability in world class market”.

MISSION:

MYMUL is committed to provide maximum possible price for milk supplied by its members &

provide necessary inputs to enhance milk production while ensuring economics viability of the union &

it’s also committed to provide quality milk operative dairy industry in the country.

QUALITY POLICY:

MYMUL is committed to producers welfare through customers delight my adopting

continuous improvement and hygienic milk and milk products.



VALUES:

HONESTY

DISCIPLINE

QUALITY

COST CONTROL

CO-OPERATION

TEAM SPIRIT

MUTUAL RESPECT

SERVICE MOTIVE

A. PRODUCT/ SERVICE PROFILE:

Production is considered to be crucial in any industrial organization. Production

is the process by which raw materials and inputs are converted in to finished goods.

The product dairy purchases milk from co-operative milk societies. In turn these societies

directly collect milk from villages and supply the same to the dairy. The dairy is having FLUSH

SEASON, which usually starts from other. And ends in February . And march. The lean season

of the dairy starts usually in the month of March, April, and ends in September.

PRODUCT PROFILE:

MYMUL milk union manufactures the following products...

Toned milk, standardized milk, full creamed milk, double toned milk, homogeneous standard

milk, curds, ghee, Peda, Mysore pak, Lassi, Masala majjige, flavouredmilk.

NANDINI TONED MILK:

Karnataka’s most favorite milk Nandini toned milk, containing 3.1% fat and 8.5%SNF.

Available in 500 ML and 1 liter packs.

NANDINI FULL CREAM MILK:



Full milk contains 6.1 fat and 9 SNF. Rich creamer and tasted milk, ideal for preparing

homemade sweets and savories. Available in 500 ml packs.

Nandini homogenized toned milk is pure milk, which is homogenized and pasteurized consistent

rights thought, it gives more cup of tea or coffee and is easily digestible. Available in 500 ml

packs.

NANDINI CURD:

Nandini curd made from pure milk, it is thick and delicious. Giving you all goodness of

homemade curds. Available in 200 Grams and 50 Grams sachet.

NANDINI STANDARDISED MILK:

This milk containing 4.6 % fat and 8.5% SNF available in 500 ml pack.

NANDINI DOUBLE TONED MILK:

Nandini double toned milk contains 1.6 % fat and 9% SNF available in 500 ml.

NANDINI GHEE:

This is made from pure butter, delicious flavor, hygienically manufactured and packed in a

special pack to remain goodness of pure ghee. Available in 200, 500, and 100 mls sachets and 15

kgs tins.

NANDINI PEDA:

This is made from delicious treat for the family. Made from pure milk, store at room temperature

approximately 7 days. Available in 50 Grams for pack containing 10 pieces each.

MYSORE PAK:

Fresh and tasty, Nandini Mysore pak is made from high quality Bengal gram, Nandini ghee and

cane sugar. It is delicious way to relish a sweet movement. Available in 250 and 500 Grams.

SWEET LASSI:

Sterilized flavored milk nutritious and healthy milk and on all season wholesome drink available

in different flavor.

BADAM BURFI:

This is delicious treat for the family made from pure milk. Store at room temperature.



B. AREA OF OPERATION:

Mysore- Chamarajanagar district co-operative milk producers union limited

registered under the Karnataka co-operative act has been commissioned in the year 1980. The

dairy receives milk in cans with temperature of 27C to 30c from village co-operatives located in the district of Mysore and Chamarajanagar district. And in tanker with temperature of 5 C to 6 C

from the three chilling centers located at Hunsur, Kollegal and Chamarajanagar towns. Also the

dairy receives milk with temperature of 5 C to 6 C in tankers from 27 Bulk Milk Coolers. These

bulk milk coolers have been installed to maintain the quality of raw milk and also to reduce the

intake of energy intensives raw materials. As on date the per day quantity of milk received

through cans directly from dairy co-operatives, tankers from chilling centers and tankers from

bulk milk coolers is as follows:

In cans from village dairy co-operatives 54500 Kg’s

In tankers from chilling centers 112500 Kg’s

In tankers from bulk milk coolers 51000Kg’s

C. OWNERSHIP PATTERN:

MYMUL is a co-operative institution. Farmers are the real owners as well as the shareholders of

the co-operative union. Farmers are entitles to receive the dividends from the co-operative union.

Pattern of Co-operative sector in Milk Industry:

Primary Union

District Union

State federation

D. COMPETITOR INFORMATION:

The major competitors of the MYMUL are as follows:

Jersey

Dodla

Arogya

Fresh Milk

Loose vendors

Gomatha

Thirumala



Swastika

Dodla:

Plant at Nellore.

Available of raw material at cheaper rate.

Sale in union jurisdiction 18TLPD (30TLPD in city).

Commission ranges from 80-95 paise.

Quality perception – thick and long shelf life.

Flexible distribution - retailers or anyone willing to sell.

Returns will be accepted.

Payment – cash and carry or which collecting empty on return trip.

Channel members are playing critical role on boosting the sales.

Packing is attractive with multicolour pricing on sachets.

Consumer perceives that milk is good for making curds.

Loose Milk Sale:

Market share is next to Nandini.

Loose milk from crude and local cattle reamers.

Sale in union jurisdiction 140 TLPD.

Majority of the milk is heavily adulterated and no uniform quality.

Sales from 50ml and above.

Major consumers are low- income group segments, road ride teashops and sweet

neat stalls.

Flexible payment system.



E. INFRASTRUCTURE FACILITIES:

Infrastructure facilities in MYMUL are in this way.

MILK PROCUREMENT:

Milk collection from farmers.

Dairy co-operative society

Bulk milk products.

TRANSPORTATION;

They have procurement group contract vehicles.

EG; Milk tanker

MILK PROCESSING:

Raw milk reception dock

Cream separators

Milk pastures

Stored tanks

Electronic milk tester and milk scan.

PACKING:

Milk packing machine

Curd packing machine

Lassi, Masala majjige packing machine

Flavored milk packing machine

Ghee packing machine



ENGINEERING:

Reformation equipments

Boiler equipment

Effluent treatment plants

Electronic generation

MARKETING:

Distribution network

Agents

Parlors

Depots

Franchise

DISTRIBUTION TRANSPORT:

Trucks

Auto

Mobile Van



A. Work Flow model: Manufacturing, packaging & storing of paste sized Milk:

Receiving Milk from Farmers

Grading Sampling Weighting Testing

Pre-Heating (35® C)

Filtering / Clarification

Cooling (5°C or below)

Standardization

Bottling /Packing

Storage (5° C or below)



B. Achievements and Awards:

MYMUL has not got many awards from the state and the central government:

ISO certificate 9001-2008

2nd

prize from national energy conservation board 2003-2005

1st prize from state energy conservation board

1st prize in grand maintain during Rajasthasava.

A. Future growth & prospectus:

1. Milk procurement enhance activities like introduction of new societies formation of

BMCs (bulk milk coolers) providing, training on various production enhancement

activities, clean milk production, good animal husbandry.

2. Marketing:

Allotting more agencies opening new parlors and depot, conducting various

comparative like children drawing

Competition, then arranging dairy visits for school, college children consumers and farmers.

3. Dairy plant:

Expansion of processing capacity, installation of new equipment, making

processing and packing facilities at chilling centers.



McKensy’s 7S Frame work:

The respected consulted from Mekinsey and company developed the 7’s framework for

management analysis. The outstanding feature of the 7s medal is the mckinsey consults in their

studies of many companies have tasted it extensively. Thus, theory and practice seem to support

each other in the study of management. The 7’s are strategy, structure, system, staff, skill, and

style, shared value



1. STRATEGY:

Strategy is a systematic action and allocations of achieve company aims. It is the determination

of purpose and the basic long objective of an enterprise and the adoption of course of action and

allocation of resource necessary to achieve these aims. The MYMUL strategy is to make

available balanced cattle food at reasonable price to improve the productivity of milk, and

training the personnel for best utilization of skills.

The main aim is to supply fresh pure quality of milk with reasonable price. It is also trying to

improve its position in the mind of customers by following up and attending any complaints in

more compensated way and union is trying to give their best.

OBJECTIVES OF MYMUL:

Is to provide pure and fresh milk and to provide marketing facilities to the rural milk

producers at reasonable price.

1. Providing hygienic milk to urban customers.

2. To build village level institution in co-operative sector.

3. Providing assured and remunerative marked for all the milk produced by the farmer

member.

4. Preventing migration to urban areas.

2. STRUCTURE:

Organization structure and authority and responsibility relationship are including in the

structure. The grouping of activities and people into departments. Organization struct6ure in

MYMUL can be viewed as established pattern of relationship among the components of

organization. The organization structure in MYMUL well planned the function and

organizations are brought to the notice of the employee. The authority and responsibility are

properly assigned and therefore the rest is carried on smoothly.



Organization diagram;

BOARD OF

DIRECTOR

PRESIDENT

MANAGING

DIRECTOR

ADMIN OFFICERS FINANCEOFFICERS MANAGER

DAIRY

MARKETING

HEAD

MANAGER

PROCUREMENT

MIS

OFFICER

In MYMUL an organization chart is used which is graphical portrayed of various position in

the organization and of the formal authority relationship among them. The chart in MYMUL

shows the position. It provides to understand what is his position in the structure is.

DISTRIBUTI

- ON WING

DY. MGR

PROCURE

MENT

DY.MGR.PLANT DY.MGR.QUALITY

DEPUTY

MGR.

INPUT

DY.MGR.

PROCUREMENT



MYMUL HAVE THE VARIOUS DEPARTMENTS:

1. Administrative department.

2. Finance department.

3. Procurement department.

4. Storage department.

5. Purchasing department.

6. Marketing department.

Different department of this organization:

Procurement and input department:

Department structure

Manager p& 1

Deputy Deputy Manager Deputy

Manager (AGA) (procurement) Manager

(Feed fodders

Assistant Asst.officer. Asst.

Manager Manager Assist officer

Assist

Manager.

Extension officer.

Duties and responsibilities of P &I:



1. DCs supervision.

2. Extension officers will be visiting once in month to DCs and supervise the accounts

and they will guide the MC. Members for development of DCs.

3. Providing input activities to milk producers through DCs at right time.

4. Proper transportation of milk from DCs to dairy.

5. Transport vehicle arrangements are the responsibility.

6. Proper utilization of funds under govt. scheme.

The manager of p& I is charge of their activities assisted by extension officer’s veterinary

officers, artificial insemination and agriculture officers.

1. As the first step of this programmer starts with surrey of the villages

by extension officers. The main function and responsibility of primary

level dairy co-operative are…to purchase the milk offered by the

members twice a day (morning and evening)

2. To make regular payment for the milk received on the basis of fat %

arrived on testing.

3. Top arrange for the dispatch of the union in time.

4. Sale of cattle to the members.

5. Mediator facility to provide information and services to the members

extended by the union such as fodder demonstration programme,

training, milk production inputs etc.,

6. It should help the producers for making cattle insurance. In the union

payment for the producers is given by the society once in week. The

milk is procured from the village in contract vehicles, which goes to

the society at schedule time and gives empty cans for next collection

and trunk sheets or details of previous collection and gets filled milk

cans.

The technical in input programmed of the union mainly covers the

following activities.

1. Animal health care.

2. Artificial insemination

3. Feeds and fodder development

4. Extensive services.



MARKETING DEPARTMENTS:

The structure of marketing department of MYMUL is as follows.

Managing director

General Manager

Marketing manager

Marketing superintendent

Marketing assistant

Marketing can be considered as the heart of any production, because it acts as a link between

consumers and producers. Therefore future of any organization involved in production of

product lies in its marketing dept. it is very necessary to achieve the organization objective. Without marketing of manufactured products, there is no value for that manufactured product.

The union of selling 117915 LPD to the consumers of Mysore. There is marketing section

headed by marketing officers. Under the control of deputy manager milk is being sold through

distribution routes by appointing agents of other institution or at milk parlors.



As per the indents given by the agents of other institution of parlors milk will be dispatched at

scheduled time to the market in morning and evening sessions.

The milk parlors located at Mysore, & Hansur have been given to the private traders to run under

annual contracts as per terms and conditions of union. Further, the

Marketing section also attends to the complaints made by public regarding spoilage, breaking of

rackets etc; and make arrangement for replacement after through verification.

ACCOUNTS DEPARTMENT:

FINANCE is the lifeblood of any organization. Finance mainly focuses on wealth maximization.

It mainly focuses minimizing the cost and maximizing the profit.



FINANCE DEPT. STRUCTURE;

MANAGING DIRECTOR

MANAGER (FINANCE)

DEPUTY MANAGER (finance). ACCOUNTS OFFICER.

ASST. MANAGER.(FINANCE) ACCOUNTS SUPDT.

Account Acct assit Acc assit Acct assit

Assistant

This is the key functional area of the union. All the aspects of accounting and monitoring of

work of this division are carried out under the control of accounts officers. It helps the control of

accounts officers It helps the management to consider liability of project to generate adequate

surplus not only to cover the department. Surviving to obtain a satisfactory internal rate of return

in the finance management. This department is headed by Dy. Manager (Finance /Accounts) it

maintains subsidiary and trading accounts. The book of accounts maintained by the accounts

department in the office are purchase register books. Accounts departments also perform various

disbursements of wages and salaries. The maintenance of investment records a supplying of all

types of accounting and financial information to the management.



PURCHASE AND STORES DEPARTMENTS:

The main function of the purchase department is to conclude the purchase of material and stores,

plant and machinery, stationeries and supplies etc; the head of the purchase department select the

best source of supply, negotiates the terms of purchase, place orders, follows up orders, receives

supply to materials together with invoices from suppliers and check them against the purchase

orders and certifies the invoices for payments and performs such other tasks as are related to its

function. And also include purchase of dairy co-operative societies materials.

ADMINISTRATIVE DEPARTMENTS

PERSONNEL/ADMINISTRATIVE DEPARTMENT.

MANAGING DIRECTOR

GENERAL MANAGER /DEPUTY MANAGER

PERSONNEL ADMINISTRATOR.

Personnel and administrative department of MYMUL is well equipped with qualified and

experienced personnel manager. He is administering this dept. with the guidelines of the

president, managing director and general manager/deputy manager. The personnel manager

manages the overall functions of the dept. MYMUL also procure the manual workers through

contract basis on their piecework system.

The following are the functional areas of personnel management/administration in MYMUL.



1. Organizational planning and development.

2. Staffing and employment.

3. Training and development.

4. Compensation, wage and salary administration.

5. Motivation and incentives

6. Employee records.

The assistant managers who sees day –to-day affairs of the dept. heads the administrative dept.

he is accountable for the affairs of the administrative dept. is mainly concerned with the

recruitment, promotion providing salaries, provident fund etc; to various employees working in

the organization.

3. SYSTEM;

System refers to procedure and processes such as information system, manufacturing processes,

budgeting and control processes.



FLOW CHART OF HANDLING MILK;

Raw milk reception Chilling Storage of raw milk

Standardization

Cream Separation Homogenization

Pasteurization

Cold storage Packing

Selling of milk

Dispatch

Apart from production and selling of milk MYMUL also producers’ products such as cream,

butter, lassie, Mysore pak, ghee, curd, Masala majjige, Peda, flavored milk by use of following

equipments.

Reception

Processing section

P/F machine

Cream tank



Boiler

DG room and sub station

Air compressor room

Refrigeration

Product section

Workshop equipment.

4. STAFF:

The people in the organization are very dedicated and towards the improvement of the

organization. The skill levels of the workers are work oriented and they are specialized in

their respective fieldwork.

Staff refers to people in the enterprise and their socialization in to organizational culture.

The staff in MYMUL has good relationship with each other. The staff is well qualified and

suited for their respective jobs. They are satisfied with their work, which is reflected by the

non-stoppage of any work in MYMUL. The maximization number of staff approved is 302

workers for the union. At present there are 250 workers working in MYMUL.

5. SKILL;

Skills refer to the distinctive capabilities of an enterprise. The MYMUL possesses variety in

the procurement of milk and production of milk and milk products, which is reflected by the

quality assurance test taken by the union during procurement of milk and also by the variety

products produced by the union. The union has good skilled human resource, which is very

improvement in the achievement of organization.

The company has skilled manpower. The company is capable of processing milk fresh and

pure will before the time schedule and other expectations of the customers. The company is

satisfying the customers through its qualities milk and milk products.

Examples: For recruiting and selecting the manpower required by the production dept. the

criteria would be B. Tech (dairy technology) and B.E. for maintenance of boilers who have

capabilities to handle the functioning of work smoothly.

6. STYLE:

Style refers to the way the management behaves and collectively spends time to achieve

organizational goal.



In MYMUL also have future planning for marketing divisions as well as for marketing of

products? Dairy is moving towards attaining future plans; management of MYMUL has

provided some intimated figures for attaining goals and objectives in future.

FUTURE PLANNING OF MYMUL:

Planning refers to deciding in advance what to do, how to do, when to do and who is to do it.

Planning is simply a rational approach to accomplish an objective. It bridges gap from where

we are to where we want to go.

Planning focuses on the future direction, values and sense of purpose, basis objectives

tell the directions of growth, planning provides unifying decisions making framework and

facilities integration of efforts. Planning enables the organization to time its business with the

environment and establish a profitable relationship with the environment.

MYMUL also have future planning for marketing divisions as well as for marketing of

products. Dairy is moving towards attaining future plans; management of MYMUL has

provided some intimated figures for attaining goals and objectives in future.

7. SHARED VALUES:

Shared value or super ordinate goals refers to a set of value and aspiration that goes beyond

the conventional formal statement objective. There are fundamental ideas around which

business is built.

In MYMUL every employee is dedicated to the achievement of the organizational goals.

The employees work hard to see that good quality products are produces in the union.

Company also takes the valuable guidance and suggestions from the employees and

customers. By this the company can know what the requirements of customers are. The

company believes that the business success is combined effort of the employees and

management. So, the shared value is an element, which ensures the success of implementing

the strategy.



5. SWOT ANALYSIS OF THE COMPANY

STRENGTHS:

1. Two lakhs farmer members.

2. 815 milk producer’s co-operative societies.

3. Transportation vehicles.

4. Easy communication channel.

5. Milk producers elect their own administrative body.

6. ISO 9001-2000 Certificate.

7. Good name in the market.

8. Well managed.



WEAKNESSES:

1. Political interference

2. Wide spread operating areas.

OPPORTUNITIES:

1. Good board.

2. Different verities of milk for different categories of people.

3. Tapping loose milk sales.

THREATS:

1. Wide brand competition

2. Workers inefficiency.

3. Increased local loose milk sales.



ANALYSIS OF FINANCIAL STATEMENT

OF MYSORE CHAMARAJANAGAR DIST CO-OP MILK UNION

Profit and loss account of Mysore Milk

Union

Mar 11

(in rs)

Mar 10

(in rs)

TRADING ACCOUNT

Sales Account 3,133,182,030 2,269,821,411

Cost of Sales

Opening Stock 18,205,829 16,705,638

ADD: Purchases Account 2,627,506,632 1,846,730,761

LESS: Closing Stock 17,738,184 18,529,417

2,627,974,277 1,844,906,982

Direct Expenses 164,998,324 130,600,571

GROSS PROFIT 34,02,09,430 29,43,13,858

INCOME STATEMENT

Indirect Incomes 23,953,549 30,224,699

Indirect Expenses 283,382,971 242,348,346

PROFIT BEFORE TAX 80,780,007 82,190,211

LESS: Income Tax 25,615,141 26,059,941

NET PROFIT 5,51,64,886 5,61,30,270

Source: annual report of Mysore Milk Union 2010-11

Interpretation:

A sale has increased from 226 cores to 313crores in the year 2010-11.

Gross profit increased from 29.4 crores to 34 crores in the year 2010-11.

Net profit has been decreased from 5.61 crores to 5.51 crores in the year 2010-11.



Interpretation:

Capital account is increased from 28.5 crores to 38.5 crores in the year 2010-11.

Investment is increased from 1 crores to 12 crores in the year 2010-11.

Current assets are increased from 26.9 crores to 49.3 crores in the year 2010-11.

Balance sheet of MYMUL

Particulars Amount

(in rs)

Amount

(in rs)

Sources of funds: Mar11 Mar10

Capital accounts 385646834 285606827

Loans / liabilities 152028450 70278651

Current liabilities 226274343 96235854

Profit and loss account 116613919 86958441

Total 880563546 539079773

Application of fund:

Fixed assets 260587644 250159222

Investments 126371278 19619212

Current assets 493604624 269301339

Total 880563546 539079773



LEARNING EXPERIENCE:

Just as an unknown frontier is looked upon with much anxiety, so researcher has set afoot

into the citadel of milk processing industry, MYMUL. At the end of a month’s training at the

organization, researcher can safely say that he got acquainted with the minute details of the

manner in which raw milk is processed and made available to all in need. To define in short,

my experience at the MYMUL plant can be narrowed down to witnessing what was written

about as the motto of MYMUL, that is witnessing how QUALITY EXCELLENCE IS

REACHED FROM COWS TO CONSUMERS.



PART B

INTRODUCTION


Cost Volume Profit is a planning tool which is extremely useful in predicting sales and profit

levels given a certain cost structure. Traditionally cost volume profit analysis has been applied

largely to manufacturing enterprises which have a which have tangible product base (e.g.

furniture). However the concept itself is applicable to service enterprises such as banking,

Insurance and other financial service industries.

THE BASIC COST VOLUME PROFIT MODEL

As mentioned earlier, Cost Volume Profit analysis or Break Even analysis as it is often

commonly called, is largely in the manufacturing sector. According to Horngren and

Foster(1991), the basic Cost Volume Profit model has the following underlying assumptions.

1. The behavior of costs revenue is linear .

2. Selling price are constant.

3. All cost can be divided in to their fixed and variable elements.

4. Total fixed cost remain constant.

5. Total variable cost are proportional to volume.

6. Prices of production inputs (e.g. materials) are constant.

7. Efficiency and productivity are constant.

8. The analysis covers a single product or a constant sales mix.

9. Revenue and costs are being compared over a single volume base (e.g. units).

10. Volume is not only drivers of cost.

Cost Volume Profit analysis expands the use of information provided by the Break Even

analysis. A critical part of CVP analysis is the point where the total revenues equal to costs (both

fixed and variable costs). At this breakeven point (BEP),a company will experience no income or

loss. This BEP can be an initial examination that precedes more detailed CVP analysis.

Cost Volume Profit analysis the same basic assumption as in breakeven analysis. The

assumptions underlying CVP analysis are:

The behavior of the both costs and revenues is linear throughout the relevant range of

activity. This assumption precludes the concept of volume discounts on either purchase material

or sales. Cost can be classified accurately as either fixed or variable. Changes in activity are the



only factors that affect costs. All produced are sole (there is no ending finished goods inventory).

When a company sells more than one type of products the sales mix (the ratio of each product to

total sales) will remain constant.

The components of Cost Volume Profit analysis are

Level or Volume of activity

Unit selling price

Variable cost per unit

Total fixed assets

Sales mix

Cost Volume Profit (CVP) in managerial economics is a form of cost accounting. It is a

simplified model, useful for elementary instruction and for short-com decisions.

Cost Volume Profit analysis expands the use of information provided by breakeven

analysis.

A critical part of Cost Volume Profit analysis is the point where the total revenues equal to

the total costs (both fixed and variable costs).

Cost Volume Profit analysis is an analytical technique for studying the relationship

between volume, fixed costs, variable costs prices and profits.

The breakeven analysis is the most widely used form of CVP analysis. It provides

information to management in most précis manner it is an effective and report system.

The break even analysis establishes a relationship between revenue and cost with respect to

volume. It indicates the level of sales at which costs and revenues are in equilibrium point isd

commonly known as the breakeven point.

The breakeven point may be defined as that point of sales volume at which total revenue is

equal to total cost. These are two approaches to compute the breakeven point is (i) formula

approach & (ii) the chart approach.

Marginal Cost and Marginal Costing

The term Marginal Cost is the ascertain the amount of at any given volume if output by

which aggregate costs are changed if the volume of output is increased or decreased by one unit.

It is a variable cost of one unit of a product or a service i.e. a cost which would be avoided if that

unit was produced or provided.

Marginal costing is the ascertainment of marginal cost and the effect on profit of changes in

volume or type of output by differentiating between fixed cost and variable cost. The concept of



marginal costing is based on the behavior of costs that vary with the volume of output. It is also

known as variable costing. Under marginal costing, prices are determined with reference to

marginal cost and contribution margin. Profitability of the products or the company is

determined with reference to their contribution margin.

Meaning and concept of contribution

In Marginal Costing costs are classified into fixed and variable costs. From this approach it is

possible to identify the amount of contribution per product towards fixed overheads and profits.

Contribution is the difference between sales and marginal or cost of sales. Contribution is a

pool of amount from which total fixed costs will be deducted to arrive at the profit or loss.

Formulae used in Marginal Costing and Contribution

Sales = Variable cost + Fixed Cost + Profit (1)

Sales – Variable cost = Contribution (2)

Fixed Cost + Profit = Contribution (3)

Therefore,

Sales – Variable Cost = Fixed Cost + Profit (4)

Contribution – Fixed Cost = Contribution (5)

This fundamental marginal cost equation plays a vital role in profit projection and has a

wider application in managerial decision – making problems.

The sales and variable cost vary directly with the number of units sold or produced. So, the

difference between sales and variable cost. i.e. contribution, will bear a relation to sales and the

ratio of contribution to sales remains constant at all levels.

Advantages of Marginal Costing and Contribution

It is simple to understand variable versus fixed cost concept.

A useful short term survival costing technique particularly in very competitive

environment or recessions where orders are accepted as long as it covers the marginal

cost contributes towards fixed costs so that losses are kept to minimum.

Its shows the relationship between cost, price and volume.

Under or over absorption do not arise in marginal costing.

Stock valuations are not distorted with present years fixed costs.



Its provide better information hence is a useful managerial decision making tool.

It concentrates on the controllable aspects of business by separating fixed and variable

costs.

The effect of production and sales policies is more clearly seen and understood.

Limitation of Marginal Costing and Contribution

Marginal Cost has its limitation since it makes use of historical data while decision by

management relates costs to future events.

It ignores fixed costs to products as if they are not important to production.

Stock valuation under this of costing is not accepted by the Inland Revenue as it ignore

the fixed cost element.

It fails to recognize that in the long run, fixed costs may become variable.

Its over simplified costs into fixed and variable as if it is so simply to demarcate them.

It is not a good costing technique in the long run for pricing decision as it ignores fixed

cost. In the long run, management must consider the total costs not only the variable

portion.

Difficulty to classify properly variable and fixed cost perfectly, hence stock valuation can

be distorted if fixed cost is classified as variable.

Contribution Analysis and its application in Managerial Decision

The analysis of the contribution per unit, each product makes towards fixed cost and profit

leads to the preparation of statement showing the total contribution each product class has made

towards the recovery of period costs.

The concept of contribution helps in deciding breakeven point, profitability of products,

departments etc. to perform the fallowing activities:

Selecting the optimum product mix

Sales mix for profit maximization

Fixing selling prices under different circumstances such as trade depression, export sales,

price discrimination etc.

Key or limiting factor analysis

Ranking the products based on profitability

Profit planning

Make or Buy decisions

BEP and CVP analysis

Accept or reject special orders



Continuing or discontinuing the product or operations.

Break Even Analysis

Meaning:

Break even analysis refers to the ascertainment of level of operations where total

revenue equals to total cost. It is an analysis used to determine the probable profit or loss at any

level of operations. It is method of studying the relationship among sales revenue. Variable cost

and fixed cost to determine the level of operation at which all the costs are equal to its sales

revenue. It is NO LOSS NO PROFIT situation. This is an important technique used in profit

planning and managerial decision making. Breakeven point is the volume of sales or production

where there is neither profit nor loss. Thus, we can say that:

Contribution = Fixed Cost at BEP

Break Even Chart:

Break even analysis is made through Graphical Charts. This chart shows fixed and

variable cost and sales revenue so that profit or loss at any given level of production or sales can

be ascertained.

Construction of Breakeven Chart:

The construction of Breakeven Chart involves the drawing of fixed cost of fixed cost

line, total cost line and sales line as follows.

Select a scale for production on horizontal axis and a scale for costs and sales on vertical

axis.

Plot fixed cost on vertical axis and draw fixed cost line passing through this point parallel

to horizontal axis.

Plot variable cost for some activity levels starting from the fixed cost line and join these

points. This will given total cost line. Alternatively total cost at different levels, the points

starting from horizontal axis and draw total cost line.

Assumptions of Breakeven Analysis:

Breakeven analysis is only a supply side (i.e. Cost only) analysis as it tells you noting

about what sales are actually likely to be for the product at these various prices.

It assumes that Fixed cost are constant



It assumes average variable costs are constant per unit of output, at least in the range of

likely quantities of sales (i.e. Linearity)

It assumes that the quantity of goods produced in equal to the quantity of goods sold (i.e.

there is no change in the quantity of goods held in inventory at the beginning of the

period and the quantity of goods held in inventory at the end of the period).

In multi-product companies, it assumes that the relative proportions of each product sold

and produced are constant (i.e. the sales mix is constant).

In breakeven charts, it is assumed that total cost and total revenue can be presented in a

straight line, which is not possible in reality.

When multiple products are there breakeven chart fails to depict the BEP.

Formulae used in Break Even Analysis

Break Even Point in units = Fixed Cost

Contribution per unit

BEP Sales in Rs. = Fixed Cost

PV Ratio

BEP in Rs. = Breakeven units x Selling price per unit

BEP = Fixed Cost / Sales – variable cost

Profit Volume Ratio:

Reveals the rate of contribution per product as a percentage of total turnover. It indicates the

relationship of contribution to sales. It helps in knowing the profitability of the business. A

fundamental property of marginal costing system is that Profit Volume Ratio remains constant at

different levels of activity. A change is fixed cost does not affect the Profit Volume Ratio. The

concept of Profit Volume Ratio helps in determining the following:

Breakeven Point

Profit at any Volume of Sales

Sales volume required to earn a desired quantum of profit.

Profitability of Products

Processes of Departments



The contribution can be increased by increasing the sale price or by reduction of variable

costs. Thus Profit Volume Ratio can be improved by the fallowing:

Increasing Selling price

Reducing Marginal costs by effectively utilizing men, machine, materials and other

services.

Selling more profitable products, thereby increasing the overall Profit Volume Ratio.

Formulae of PV Ratio

P/V Ratio = Sales – Variable cost Contribution

Sales Sales

P/V Ratio = Change in Contribution Change in Profit

Change in Sales Change in Sales

P/V Ratio = I – Variable Cost to Sales Ratio

Margin of Safety:

It refers to the sales in excess of break even volume. It is calculated as the difference

between sales or production units at the selected activity and the breakeven sales or production.

The size of margin of safety is an extremely valuable guide to the strength of a business.

If it is large, there can be substantial falling of sales may and yet a profit can be made. On the

other hand, if margin is small, any loss of sales may be a serious matter. If margin of safety is

unsatisfactory, possible steps to rectify the causes of management of commercial activities as

listed below can be undertaken.

Increasing the selling price, it may be possible for a company to have a higher margin of

safety in order to strengthen the financial health of the business. It should be able to

influence price, provided the is elastic. Otherwise the same quality will not sold.

Reducing Fixed costs.

Reducing Variable costs

Substitution of existing product(S) by more profitable lines

Increase in the volume of output



Modernization of production facilities and the introduction of the most cost effectively

technology.

Formulae of Margin of Safety

Margin of Safety = Total Sales – Break Even Sales

Margin of Safety = Profit

P/V Ratio

Margin of Safety = Profit x Selling price per unit

Selling price per unit – variable cost per unit

Margin of Safety = Margin of Sales x 100

Total Sales

Angle of Incidence:

The angle which sales line makes with the total cost line is known as angle of incidence. It

is an indicator of profitability above the BEP. If the margin of safety and Angle of incidence are

considered and studied together, they will provide significance information to the management

about the profitability. A high margin of safety with wider Angle of Incidence will represent the

most profitable position of the business concern and vice versa.

BEP in Multiple Product Situations:

In real life, most of the firms turn out many products. The calculation of breakeven point in

a multi-product firm follows the same pattern as in a single product firm. While the numerator

will be the same fixed costs, the denominator will be weighted average contribution margin. The

modified formula is as fallows

Break Even Point (in unit) = Fixed Cost Weighted average contribution

Margin Per unit



One should always remember that weights are assigned in proportion to the relative sales of

all products. It will be the contribution margin of each product multiplied by its quantity.

Breakeven Point in Sales Revenue:

Here also, numerator is the same fixed costs. The denominator will be weighted average

contribution margin ratio which is also called weighted average P/V Ratio. The modified formula

is as fallows.

Breakeven Point (in Revenue) = Fixed Cost weighted average

P/V Ratio

OBJECTIVE OF THE STUDY:

To indicate the priorities for the dishes: Milk, Ghee, Peda, Mysore Pak and other

products with a view to maximize the profits.

To identify the breakeven point (BEP) of sales and BEP in units per month for milk,

Ghee, Mysore pak, Peda, Masala Majjige and Lassi.

SCOPE OF THE STUDY:

The cost volume profit analysis presented in the report is confined to MYMUL where

multi products are manufactured.

This report may be helpful to the accounts department and management department at

Mysore Milk Dairy. In order know the cost of products and also to the break even

analysis of actual and budgeted figures.



METHODOLOGY:



LIMITATIONS OF THE STUDY:

Time constrains:

The major limitation of this project report move effective, with detail study.

Limited information:

Due to incompleteness and the provide information was completely relied on,

there may be not 100% accuracy in this presentation.

In MYMUL, no costing technique is followed and hence the available information

regarding the cost accounting system practiced here, is presented in this report.



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Cost Volume Profit

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