Industry Internship Project report

Industry Internship Project
2018 – 20 Batch
Summer training at COROMANDEL, International Ltd
Submitted by:
Name of the Student: Rishabh Jaiswal
Roll No. : PGDM 182013760
Program : OPS & SCM
Batch : 2018-20
Name of the Faculty Guide : Mr. Mayank Srivastava
Name of the Company : Coromandel International Ltd.
Name of the Company Guide : Mr. J Chandramouli
Company Guide Designation : Deputy Manager-HR
Institute for Technology and Management
Plot No. 25 / 26, Institutional Area, Sector – 4, Kharghar, Navi Mumbai

ACKNOWLEDGEMENT
I am thankful to; Head of Department (Operations & Supply Chain) to help me proceed with
my project work and provide me all the necessary information so that I could commence my
project work at the company.
I would also like to thank, GENERAL MANAGER-HR, who gave me the opportunity to do
my project at COROMANDEL, KAKINADA.
I extend my heart full thanks to Mr. SANJAY GUPTA, DGM Distribution department and
my guide at COROMANDEL,KAKINADA., who gave me inspiration and provided me all
necessary and relevant information, full cooperation, valuable support and guidance.
I also acknowledge, with a deep sense of reverence, my gratitude towards my parents and
friends whose kind encouragement and moral support inspire me to rise up to what I am
today. Last but not the least me due thanks to all the members of COROMANDEL
INTERNATIONAL Ltd. Specially Distribution department, who timely cooperated with me
whenever I required.
Date: RISHABH JAISWAL

Table of Contents
ACKNOWLEDGEMENT ....................................................................................................2
Chapter – 1 INTRODUCTION.............................................................................................4
Introduction to Distribution ................................................................................................5
Task performed in Distribution Department......................................................................5
CHAPTER - 2 .....................................................................................................................13
DETAILS OF THE ORGANISATION..............................................................................13
Introduction.........................................................................................................................14
Growth and Development: ...........................................................................................21
CHAPTER 3 : TASKS PERFORMED...............................................................................30
TASK 1: PROCESS FLOW CHARTS OF DISTRIBUTION DEPARTMENT ...........31
TASK 2: SIPOC ANAYSIS...........................................................................................41
TASK 3: CRITICAL CHECKPOINTS OF ROAD DISPATCH...................................42
TASK 4: CRITICAL CHECKPOINTS OF RAKE DISPATCH...................................43
TASK 5: CRITICAL PATH METHOD.........................................................................44
TASK 6: CHECKLIST FOR ROAD DISPATCH.........................................................45
TASK 7: CHECKLIST FOR RAKE DISPATCH .........................................................51
CHAPTER: 04 – CONCLUSION.......................................................................................57
CONCLUSION ..............................................................................................................58
CHAPTER 05 – RECOMMENDATIONS.........................................................................59
SUGGESTIONS ...........................................................................................................60
BIBLIOGRAPHY ..........................................................................................................61

Introduction to Distribution
Distribution Management
Distribution management refers to the process of overseeing the movement of goods from
supplier or manufacturer to point of sale. It is an overarching term that refers to numerous
activities and processes such as packaging, inventory, warehousing, supply chain, and logistics.
Distribution management is an important part of the business cycle for distributors and
wholesalers. The profit margins of businesses depend on how quickly they can turn over their
goods. The more they sell, the more they earn, which means a better future for the business.
Having a successful distribution management system is also important for businesses to remain
competitive and to keep customers satisfied.
OBJECTIVES
The main objective of distribution department in Coromandel International Limited are:
I. Distribution management is the process of overseeing the movement of goods from
supplier or manufacturer to point of sale.
II. It refers to activities and processes such as packaging, inventory, warehousing, supply
chain, and logistics.
III. Adopting a distribution management strategy is important for a company's financial
success and corporate longevity.
IV. Distribution management helps keep things organized and keeps customers satisfied.
Distribution Department
In this department it deals with the dispatching of products to all required areas in
required quantities in the country.
Distribution management is critical to a company's financial success and corporate
longevity. Executing it successfully requires effective management of the entire distribution
process.
Distribution involves diverse functions such as customer service, shipping, warehousing,
inventory control, private trucking-fleet operations, packaging, receiving, materials handling,
along with plant, warehouse, store location planning, and the integration of information.
The goal is to achieve ultimate efficiency in delivering raw materials and parts, both partially
and completely finished products to the right place and time in the proper condition. Physical
distribution planning should align with the overall channel strategy.
Task performed in Distribution Department
First I have analysed the dispatching areas of company like zones, zone codes
Planning and Execution of Road & Rail Dispatch
SAP sales and distribution
TALA

WALA
Documentation
Tax invoice
E-Way Bill
MFMS
E-Demand
Forwarding Note
Demurrage charges
Made process flow chart of different procedures going on in Distribution
department.
Made checklist for distribution department.
Made SIPOC analysis of Distribution Department.
ZONES
For dispatching the products by Road the distribution department has divided into four zones.
Vizag zone
Vijayawada zone
Kurnool zone
Hyderabad zone
Zones Codes
Zones codes are nothing but code given to individual district in the zones to dispatch through
road.
Zones codes are useful to find exact location which are been arranged by the company for the
easy delivery of the products.
They are 22 zones codes for the A.P&TELANGANA.
Zone code
Ex: 02-06-035
02-Represents district code
06- Represents city code
35- Represents area/location
Planning
Distribution Planning is a systematic approach to ensure that the process encompassing the
delivery of goods to different distribution centers is done properly keeping in mind which goods
are to be supplied in what quantity at what location in the desired time.
It is done depending upon the Purchase order raised by the marketing officer in the specific
region then distribution dept. create delivery to the specific place depending upon the
availability of product, labor for loading, transporter.
It is done by Distribution Department.

Execution
It is defined as the depending upon the order received the road plan is given in the serial zone
code. And transporter are also given the serial order for the sequence.
The road plan is raised and shift office take the plan and execute the plan given by the
distribution dept.
SAP sales and distribution
SAP Sales and Distribution is one of the key components of SAP ERP system and is used to
manage shipping, billing, selling and transportation of products and services in an organization.
SAP Sales and Distribution module is a part of SAP Logistics module that manages customer
relationship starting from raising a quotation to sales order and billing of the product or service.
The key components in SAP Sales and Distribution module are −
➢ Customer and Vendor Master Data
➢ Sales Support
➢ Shipping of Material
➢ Sales Activities
➢ Billing related
➢ Transportation of products
➢ Credit Management
➢ Contract Handling and Management
SAP Sales and Distribution Cycle

Integration with Sales and Distribution SD Module
Consider an example of creating a sales order in SAP SD, it involves copying the details of
items from Material Management. Availability check of the item and price details are also taken
from MM, but this can be controlled in the SD module. To create inbound and outbound
delivery of goods for a sales order, shipping details, loading point etc. also comes from the
Material Master.
The item that is placed using a Sales order must be extended to the sales area of an organization
to sales order/customer, otherwise it won’t be possible to transact with this material. This
confirms that there is a link between SAP SD and MM module, when a sales order is created
and fulfilled.
SAP codes:
1. VL04-processing PO
2. VL02-change outbound delivery
3. ZTALA-truck authorisation
4. VF01-create bill document
5. VF03-diplay bill document
6. ZPEND-pending purchase/sales order
7. ZSDRP-dispatch details
8. MMBE-stock overview
TALA-TRUCK AUTHORISATION AND LOADING ADVICE
TALA is the form generated by the Kakinada plant.
This is used for generating the document details of truck, product details, quantity and vendor
details.
In this form they enter all the required information and enter all the details of TALA in SAP for
the record maintenance.
WALA-WAGON AUTHORISATION AND LOADING ADVICE
WALA is the form generated for entering wagon number in the form, number of wagons and
product to be loaded.
After the form entering the details the delivery number for each wagon is generated in SAP for
record maintenance.
DOCUMENTATION
Documentation is a set of documents provided on paper, or online, or on digital.
In this all the paper work is done for the products or goods issued.

TAX INVOICE
A registered person must issue a tax invoice before, or at the time of removal of goods for
supply to the recipient. For supplying services, GST invoices can be issued before, at, or even
after the time of supply.
The tax invoice issued must clearly mention information under the following
1. Name, address and GSTIN of the supplier.
2. Tax invoice number (it must be generated consecutively and each tax invoice will have
a unique number for that financial year).
3. Date of issue.
4. If the buyer (recipient) is registered then the name, address and GSTIN of the recipient.
5. HSN code of goods or accounting code of services**.
6. Description of the goods/services.
7. Quantity of goods (number) and unit (meter, kg etc.).
8. Total value of supply of goods/services.
9. Taxable value of supply after adjusting any discount.
10. Applicable rate of GST.
11. Amount of tax (With breakup of amounts of CGST, SGST, IGST, UTGST and cess)
12. Place of supply and name of destination state for inter-state sales
13. Delivery address if it is different from the place of supply
Whether GST is payable on reverse charge basis
14. Signature of the supplier
E-W AY BILL
E-way bill is an electronic waybill generated on the GST portal for the movement of goods.
Any supplier/agent is transporting goods where the consignment value greater than Rs. 50000 is
required to generate and produce this e-way bill.
It comprises of two parts and they are:
Part A request for the details such as recipient GSTIN, place of delivery, invoice or challan
number and date, HSN code, goods value, transport document number (Goods Receipt Number
in the case of road transport) and reasons for transportation.
Part B comprises of transporter details (Vehicle number and transporter ID). The part B
containing transport detail is used to generate the e-way bill.
Following are some of the important points to be noted for goods transported through road:
➢ Vehicle number should be provided along with the transporter ID in part B
➢ Where the goods are transported by a supplier, then the supplier must provide details in
Part-A required for generation of e-way bill to the transporter.
➢ Based on the information provided by the supplier, the transporter then generates the e-
way bill by completing Part-B.
➢ If goods are transported in an own vehicle or a hired vehicle by a supplier then the
supplier can himself fill in the Part-B information.
➢ Once the transporter provides the information about the transport or vehicle number etc,

a unique e-way bill number or EBN can be obtained.
➢ If during the transit, the vehicle is changed then transporter will have to update details of
conveyance in the e-way bill on the GST portal.
➢ Goods can be transported with just Part-A details only:
➢ If goods are transported for a distance of less than 50 km within the State from suppliers
place to a transporter for delivery
➢ If goods are transported for a distance of less than 50 km from a supplier to a recipient
➢ E-way bill generated on the GST portal is valid across all States and Union Territories.
➢ For a distance up to 100 km the E-way bill generated is valid for one day. For every 100
additional kms, the e-way bill will be valid for an additional day.
➢ If due to some unforeseen situations, the transport cannot be completed within the
validity period then the transporter can generate a new e-way bill by updating transport
details.
➢ Reason for transportation can be any like supply, sales return, own use, job work etc.
➢ If there are multiple vehicles involved in the goods transport, then the supplier should
issue the invoice before the completion of the first consignment and for each subsequent
consignment, there should be copies of corresponding delivery challans and an invoice
copy. However, the original invoice will be sent with the last consignment.
MFMS-MOBILE INTEGRATED FERTILIZER MANAGEMENT SYSTEM
The objective of the Mobile based Fertilizer Management System (mFMS) is to monitor using
IT based Technology Solution, the movement and sales of the different fertilizers from fertilizer
manufacturer/importers to fertilizer wholesalers and from wholesalers to retailers across the
country. The system acts as a tool for Government Bodies to track and ensure the timely
distribution of fertilizers to the farmer community. mFMS Technology solution, a Centralized
System with Web, Mobile and Point of Sale(POS) device access channels has been developed
using Open Source Technology Stack. mFMS web application facilitates companies,
wholesalers and retailers to report fertilizer sales, receipts and stock. Wholesalers and retailers
are using a simple user friendly mFMS mobile application for acknowledging receipt of
fertilizers, reporting onward fertilizer sale, and reporting daily stock position.
The benefits of mFMS include
a. Single point of Access for all stake holders.
b. Instant status on fertilizer availability, stock, consumption etc.
c. Fertilizer subsidy disbursement process is moving towards greater transparency since
the payments is made to the manufacturers on the basis of retailer receipt
acknowledgement.
d. With the information visibility at the last point of sale to the farmer, it is expected that
the diversion to non-agricultural use or its black-marketing etc. will be significantly
reduced.
E-D EMAND REGISTRATION
To use the e-Demand Module of Indian Railways, an individual needs to be registered as a User
on this module.
User Registration process is a three stage process:

1. Pre-registration by filing the details on the Website and uploading the scanned copies of
the documents required.
2. Activate the pre-registration details by using the Activation link from the e-Mail and
providing the OTP received on the registered mobile.
3. Verification by the Railway Authority (Sr. DCM) by verifying the physical documents
provided in the pre-registration process
FORWARDING NOTE
1. Every person entrusting any goods to a railway administration for carriage shall execute
a forwarding note in such form as may be specified by the Central Government:
Provided that no forwarding note shall be executed in the case of such goods as may be
prescribed.
2. The consignor shall be responsible for the correctness of the particulars furnished by
him in the forwarding note.
3. The consignor shall indemnify the railway station against any damage, suffered by it, by
reason of the incorrectness or incompleteness of the particulars in the forwarding note.
DEMURRAGE CHARGES
Demurrage chargers are levied for detention of wagon/vehicle beyond the free time allowed for
loading/unloading of goods. The charges are calculated on the number of wagons per hour or
part thereof in excess of free time.
DC for each wagon is 150/- per hour
Tips to Avoid or Reduce Demurrage Charges
Pre-clear your wagon and issue delivery instructions to your inland carrier in advance. If you
work with a proactive broker like Shapiro, your cargo will be pre-cleared whenever possible so
that coordination with the truckers can begin well before free time expires.
Have a trucker “back-up” plan. If you’re dealing with a particularly congested port, having an
alternate option for a trucker could be a life saver when time schedules become tight.
Request extended free time.
RAILWAY RECEIPTS (RR)
Railway receipt, a 'railway receipt' is a document of title to goods, and, for all purposes,
represents the goods. When the railway receipt is handed over to the consignee on payment, the
property in the goods is transferred.
Railway receipt is a receipt issued by one of the officials of railway, when goods are sent by
rail. This receipt is the proof that the railway official has received the goods mentioned in the
receipt on a particular date for sending them to the desired destination.
The receipt contain the following information:

i. Receipt No. :
ii. Date:
iii. Name and address of the sender:
iv. Unit price:
v. Quantity of goods:
vi. Charges for sending the goods:
vii. Name and address of the person to whom goods are to be delivered:
viii. Goods to be sent from station to .
ix. Signature of the railway official

CHAPTER - 2
DETAILS OF THE
ORGANISATION

Introduction
Coromandel is a flagship company of the Murugappa Group and is a subsidiary of E.I.D Parry
(India) limited which holds 60.59% of the equity share capital in the Company. The Company
operates through two major segments: Nutrients & other allied business and Crop Protection,
offering farming solutions comprising of Fertilizers, Crop Protection, and Specialty Nutrients
and Organic compost. The Company also operates a network of around 800 rural retail outlets
under its retail business across Andhra Pradesh, Telangana, Karnataka and Maharashtra. The
Company has 15 manufacturing facilities located in Andhra Pradesh, Tamil Nadu, Karnataka,
Maharashtra, Madhya Pradesh, Uttar Pradesh, Rajasthan, Gujarat and Jammu & Kashmir. The
Company’s products are marketed all over the country through an extensive network of dealers
and its own retail centers. The crop protection products are exported to various countries.
During the year, Coromandel acquired the Bio pesticide business from E.I.D Parry (India)
Limited which would enable the Company to gain entry in high growth bio pesticide segment in
Indian, North American and European markets.
The Company’s overall financial performance for the year 2017- 18 has been good. The total
revenue stood at ₹ 11,044 Crore in 2017-18 as compared to ₹ 10,239 Crore in the previous year.
The Company’s PBT is ₹ 1,003 Crore as compared to ₹ 712 Crore in the previous year, and
PAT is ₹ 659 Crore as compared to ₹ 477 Crore in the previous year.
Fertilizers
Coromandel markets and manufactures wide range of fertilizers which makes it leader in
addressable market and 2nd largest producer of phosphatic fertilizers in India.
Pesticides
Coromandel produces insecticides, pesticides, weedicides and fungicides and market these
products in India and abroad. Coromandel is the second largest manufacturer of Malathion and
is the major manufacturer of Phenthoate in Asia. The company have global presence in 62
countries and ranks 5th in Indian market.
Specialty Nutrients
Company have recently added one more variety of farm inputs. Specialty nutrients are basically
developed to cater the need of particular crops at different stage of growth. These set of
chemicals have different combination of secondary and micro-nutrients which provides the
basic requirement of crops and helps them to grow.
Retail
Company is also present in retail sector. Till 2015 company have more than 750 retails centers
in villages of Andhra Pradesh, Telangana and Karnataka. One retail store covers 30-40 nearby
villages and caters the needs of 5000 farmer’s families.

The Company has following subsidiaries, joint ventures and associate companies for its various
business initiatives:
• CFL Mauritius Limited
• Parry Chemicals Limited
• Dare Investments Limited
• Liberty Pesticides and Fertilizers Limited
• Coromandel Brazil Limited
• Sabero Organics America SA
• Sabero Australia Pty Limited
• Sabero Europe BV
• Sabero Argentina SA
• Coromandel Agronegocios de Mexico SA de CV
• Coromandel SQM (India) Private Limited
• Yanmar Coromandel Agri solutions Private Limited
• Sabero Organics Philippines Asia Inc.
In addition, the Company along with its wholly owned subsidiary CFL Mauritius Ltd, holds
14% equity stake in Foskor Pty Limited, South Africa, and a 15% equity stake in TIFERT,
strategic investments of the Company to secure supply of Phosphoric acid.
During the year, the global economy witnessed a cyclical recovery with revival in investment,
manufacturing activity and trade. For the first time since the global financial crisis in the year
2007-08, all major regions of the world experienced an uptick in economic growth. However,
increased protectionism, trade barriers and rising geo political tensions poses downside risk to
this growth momentum. As per the World Bank estimate, Global GDP is projected to grow
from 2.4% in 2016 to 3.0% in 2017, with advanced economies growing at 2.3% and developing
& emerging economies growing at 4.3%. Prices of industrial commodities continued to
strengthen during the year. In the oil market, inventories moderated amid strong demand, OPEC
production restraint, and stabilizing U.S. shale oil production, resulting in recovery in Crude oil
prices. Metal prices surged in 2017 due to strong demand and supply constraints, notably
Chinese environmentally driven supply cuts. Agricultural prices were broadly unchanged in
2017 and are anticipated to gain marginally in 2018.
On the domestic side, the year was marked by introduction of major tax reform- Goods and
Services Tax (GST). Though the transition of such scale and complexity led to few challenges
leading to adverse effect on economy during the first half of the year, the systems are beginning
to stabilize since. Further, the new Insolvency and Bankruptcy Code for addressing the stressed
assets and implementing a major recapitalization package to strengthen the public sector banks
were introduced during the year. Stable exchange rate, low inflation, improved current account
balance, exports growth and stable commodity environment supported economic growth, which
was partially slowed by GST and demonetization impact. Foreign exchange reserves continued
to grow at 11% to USD 409 billion, signaling a healthy capital inflow led by foreign investment
and banking capital.

As per Central Statistics Office (CSO) estimates, India’s GDP is likely to grow by 6.7% during
the year, driven by recovery in government & private consumption and capital formation. With
global recovery likely to continue in 2018, stabilization in GST, revival in investment and
ongoing structural reforms, India’s economy is expected to grow by 7.3% (as per World Bank),
with downside risk due to surge in crude prices, tightening of monetary conditions in the
developed countries and protectionist policies.
Government Policies
During the year, Government continued its initiatives targeting doubling of farmer’s income by
2022, spanning in the areas of crop insurance, soil health and balanced nutrition, income
security, market and credit access and infrastructure development.
In order to address balanced nutrition and improve soil health, Government is systematically
rationalizing consumption of Urea fertilizers. Towards this, marketing of slow release Neem
Coated Urea was made mandatory from 2016-17. During 2017- 18, Government mandated the
Urea companies to introduce 45 Kg bag of urea in place of existing 50 Kg bags, which is likely
to moderate consumption. Further, Government is encouraging the use of customized fertilizers
specific to soil, crop and area and has notified 34 customized fertilizers for around 100 districts
of the states namely Andhra Pradesh, Telangana, Maharashtra, Uttar Pradesh, Uttarakhand,
Tamil Nadu and Karnataka for crops namely Rice, Wheat, Oil Palm, Sugarcane, Chili and
Potato.
With a view to improve the quality of service delivery to farmers and check leakages in the
system, Direct Benefit Transfer (DBT) in Fertilizers was rolled out in 16 districts from Oct 1,
2016. Based on the pilot trial experience, the DBT was rolled out pan India in a phased manner
during Oct’17 - Mar’18. Though the initial challenges with respect to connectivity, technology,
compliance, recording, Point of Sales (PoS) machine installation delayed the implementation,
the process has been fairly stabilized now. Being the first year of implementation, the impact on
the fertilizer sales was not visible in 2017-18; industry anticipates the sales to be realigned to
consumption periods from 2018-19 onwards.
On the subsidy front, post the implementation of Nutrient Based Subsidy (NBS) policy, the
subsidy values for P and K fertilizers has been coming down and its share in overall realization
currently stands at 27% against 62% seven years ago. For the year 2018-19, the NBS rates have
been announced, with uptick in ‘P’ & ‘S’ rates, reflecting hardening in raw material prices and
weakening rupee.
Fertilizer Performance
Coromandel ranks among the pioneers in developing fertilizer sector in India, with its Ranipet
plant being the first unit to start SSP production in 1906. Over the years, Coromandel has
gained magnitude by means of expansion and acquisition and current capacity stands at 3.5
million tons. Being the largest private sector Phosphatic fertilizer marketer in India, it accounts
for around 22% of the domestic manufacturing capacity. Its production facilities at

Visakhapatnam, Kakinada and Ennore provide considerable presence in South, East and West
India markets. Coromandel, with its integrated manufacturing facilities at Visakhapatnam and
Ennore, features among the lowest cost producers in India. In addition, Coromandel markets
imported DAP and MOP and along with its Urea handling contracts at Kakinada in Andhra
Pradesh and Kandla in Gujarat, offers complete nutrient solutions to the Indian farmers.
During the year, Coromandel benefitted from a favorable business environment- normal
monsoon in key markets, stable raw material prices and stable exchange rate for most parts of
the year, improved liquidation profile, aiding the Business performance. Overall, Phosphatic
volumes grew by 11% to 27.67 lakh tons, with major increase coming from Unique product
segment. Market share for the year stands at 15.8%, up from 14.6% recorded in 2016-17.
Business smoothly transitioned into DBT regime with effectively reconciling majority of the
opening stocks and acknowledging pending stock across the states. In the changing business
scenario under DBT, Coromandel has moved closer to the customers by strengthening its field
team presence and deployed technology tools to enable effective communication with the
channel partners. Agronomist structure, set up during 2016-17, was effectively leveraged for
market development, brand strengthening and customer connect initiatives.
Retail
Coromandel Retail, which operates around 800 stores in Andhra Pradesh, Telangana, Karnataka
and Maharashtra, has evolved as a ‘Complete Farming Solution Multi-Brand Platform’ offering
the entire range of agri-input products and services to around 3 million farmers with a customer
value proposition of ‘Quality, Trust and Farm Advice’. The Retail centers are called ‘Mana
Gromor Center’ in Andhra Pradesh & Telangana, ‘Namma Gromor Center’ in Karnataka and
‘Aapla Gromor Center’ in Maharashtra.
Retail SBU had a good performance during the year, backed by normal monsoons in AP,
Telangana and Karnataka, improving its scale and customer connect initiatives. The growth was
primarily driven by strong performance of non-fertilizer segment, focused product and store
approach, reduced attrition and execution of demand generation enablers.
On the customer front, Business continued to leverage its ‘Gromor Nutrient Manager’ tool,
delivering nutrient recommendations based on soil health and crop needs to ~3 lakh farmers. A
‘Gromor Advisory Council’ comprising of scientists from leading agricultural universities was
constituted to provide farm advisory and develop crop specific nutrient packages. Business
successfully carried out a pilot trial using drone technology for assessing nutrient, pest and
moisture induced stress in the farmer fields using multi spectral imagery.
Business expanded its coverage in Western Maharashtra and opened four new stores during the
year. Business successfully partnered with the Andhra Pradesh Government in the opening of
five Custom Hiring and Service Centers (CHSC) in East and West Godavari districts. These
CHSCs act as farm machinery banks providing farm equipment to farmers who cannot afford to
purchase high end agricultural machineries and equipment. The CHSCs play a pivotal role in

introducing high technology agricultural machinery to even small farmers with the objective to
boost crop production, improve quality, timeliness and efficiency of agriculture operations.
Specialty Nutrients
Specialty Nutrients SBU, which comprises of Water Soluble Fertilizers (WSFs), Sulphur
products and Micro nutrient segments, showed good growth during the year. Increase in
acreage under Cotton during Kharif season provided traction for WSF grades, which was
effectively leveraged by integrated nutrient marketing and Agronomist team. During the year,
Business introduced three new products, which have received positive feedback from the
market. With this, the SBU has extended its crop based approach to paddy, potato, pulses and
other horticulture crops.
With the Government putting high impetus on promoting balanced nutrition and increasing
horticulture coverage, Business expects big growth opportunities emerging in secondary and
micro nutrient space. Further, dedicated Micro Irrigation Fund to achieve ‘per drop more crop’
announced during last budget offers significant growth upside in water soluble segment, going
forward.
Organic Manure
With more than 60% of the Indian soils deficient in organic carbon, Coromandel recognized the
need to provide balanced nutrition to the Indian soils and forayed into organic inputs space
almost a decade back. Today, it is the pioneer and leading organic marketer in India,
commanding a market share of 18% in City Compost segment.
During the year, Organic SBU improved its performance, growing by 9% to 1.44 lakh tons. In
order to serve organic certified inputs, the necessary reliable vendor base, quality assurance
systems and supply chain models have been established. Business also commenced production
of city compost on a pilot basis at Visakhapatnam.
With seven of the Indian States going organic and increasing thrust by the Government on
organic farming through Farmer Producer Organizations (FPOs) and Village Producers
Organizations (VPOs), this segment is likely to witness major growth in coming years.
Single Super Phosphate (SSP)
During the year, SSP industry operated at lower capacity levels as higher channel inventory and
weaker monsoon in West and Central India impacted consumption, reducing the industry sales
by 3%. A significant policy change, mandating marketers to print brand name of the
manufacturers on the bags and the subsidy eligibility only for manufacturers, was notified. This
has come into effect from 01 April, 2018 and is likely to improve product quality aspects of the
industry.
During the year, Coromandel consolidated its operations by improving capacities through
debottlenecking Udaipur, Baroda and Nimrani units. Overall, production has moved up by 3%
to 5.2 lakh tons, with improvement in operational efficiencies and plant throughput. Also,

focused approach on value added granulated products helped in improving the sales volumes by
9% to 5.2 Lakh tons. Business’s commitment towards quality remained firm and it continued to
demonstrate its product superiority through ‘Quick Testing’ kit.
Opportunities & Strengths
Opportunities
a) Government’s focus on improving soil health and promote balanced nutrition to
increase awareness and acceptance of NPK grades, Secondary and Micro nutrients,
Organic manure and water soluble fertilizers
b) ‘Make in India’ policy to incentivize domestic fertilizer manufacturing and improve
plant capacity utilization
c) Tax reforms introduced under GST to help in eliminating spurious players, bringing
transparency in operations and benefiting organized players
d) Digitization of the Fertilizer Supply chain under Direct Benefit Transfer to improve
stock visibility and bring transparency in operations
e) Agri infrastructure development – Strengthening of Irrigation, cold chain, rural
electrification and digital connectivity to bring structural reforms in rural India
f) Doubling farm income by 2022 - Higher Minimum Support Price, price discovery
through electronic markets and agriculture insurance to improve disposable income for
the farmers and support higher agri inputs usage
g) By 2022, ~26 Crop Protection molecules are going off patent, which provides
significant growth opportunities for generic manufacturers
h) Policy change in SSP mandating marketers to print brand name of the manufacturers on
the bags to promote quality consciousness among consumers
i) Entry into bio pesticide business to provide access to US and European markets
Strengths
a) Amongst the pioneers and market leaders in Organic Fertilizer, Specialty Nutrients,
Phosphatic fertilizers in India
b) Significant presence and brand equity in high agri inputs consuming South, West and
East India markets
c) Diversified product portfolio with non-subsidy businesses contributing significant share
in Company’s profitability
d) Differentiated crop solutions provider with nearly one-third of domestic sales coming
from unique products
e) Direct consumer connect through 800 Retail Centers in Andhra Pradesh, Telangana,
Karnataka and Maharashtra offering products and services to around 3 million farmers
f) Captive Phosphoric Acid and Sulphuric Acid manufacturing capacity improving the cost
structure of Phosphatic products
g) State of the Art R&D facilities for new product development in Nutrient and Crop
Protection space
h) Joint venture with SQM Chile, a global player in specialty plant nutrition, improving
Coromandel’s sourcing capability, manufacturing and technical knowledge in Water
Soluble Fertilizer
i) Strategic investment in Tifert (in Tunisia) and Foskor (in South Africa) for upstream
integration for Phosphoric Acid sourcing

j) Integrated nutrient marketing team and agronomist structure improving customer
connect and driving knowledge dissemination
k) Zero long term debt. Strong credit rating: ‘AA +’ (Stable outlook)’ from CRISIL India

Growth and Development:
1959
Independent India realized that its largely agrarian economy needed a thrust in the right
direction for its people to benefit and prosper. Prime Minister Jawaharlal Nehru invited the
Ford Foundation to carry out a comprehensive study of Indian agriculture and give its
recommendations. The study revealed a crucial need to produce indigenous chemical
fertilizers to increase agricultural output to meet the country’s ever-increasing fooddemand
1961
An industrial license was granted to three companies – IMC (the world’s largest producer
of fertilizers then), Chevron Chemical Company (a major American player in fertilizers /
industrial chemicals) and E.I.D.Parry (India) Limited (India’s largest private fertilizer
producer with 60 years’ standing) – to set up a giant chemical fertilizer complex.
The first Board of Directors was constituted on October 16, with H V R Iengar as its
Chairman. Others on the Board included J Q Cope, Charles Dennison, J K John, Dr L Bharat
Ram, A W Horton, J T Gibson, S C Dholakia, V K Rao and Raja Rameswar Rao. LL
Powell and P J Davies were the first Managing Director and Dy. Managing Direct
respectively. Donald I Meikles was the first Company Secretary.
1962
Market development commence in the form of a “seeding programme”. E.I.D. Parry was
appointed COROMANDEL principal sales agent in India for our product aptly name
“GROMOR” epitomizing the idea of Growing More food for the nation.
A 483.5 acres site was identified at Visakhapatnam along the “Coromandel” coast (India’s
east coast), from where the Company derived its name. The land, taken under a 50-year
lease from Visakhapatnam Port Trust, has a private jetty just 5 km from the plant site. With
a capital investment of Rs.50 crores, Lumus Company undertook construction of the plant.
1967
On December 10, Mr. Korari Desai, the then Deputy Prime Minister of India, dedicated the
fertilizer plant to the nation, in the presence of Mr. Kasu Brahmananda Reddy, the Chief
Minister of Andhra Pradesh. Grandhi Ramamurthy, a local farmer, was given the honour of
cutting the ribbon.
The 245 ft. high Urea prill tower was one of the tallest industrial structures in India then.
Though not operational today, it still presents a formidable sight, towering against the
skyline, recalling old memories for those who were associated with its operation.

1970
The “GROMOR farmer” was developed as a marketing symbol and introduced on our bags
to spread the message of “higher yields, bigger profits”. Today, farmer households across
our addressable markets identify COROMANDEL brand by this symbol.
1971
The “Coromandel Lecture” was instituted to provide a forum for thinkers, economists,
social and agricultural research scientists around the world to share their thoughts on issues
of global concern such as food security, environment and extension activity.
The “Borlaug Award”, instituted in honour of Nobel Laureate Dr. Norman Borlaug (father
of the wheat revolution), honours eminent men of science and industry for their distinctive
contribution to the cause of agriculture. This reflects Coromandel concern to develop a
symbiotic interaction between agriculture, industry and academia.
1976
Our fertilizer retail outlet at Secunderabad got a boost with garden lovers fervently seeking
small quantities of fertilizers for bigger and richer blooms and fruit. 1977
Coromandel completed a decade of participation in augmenting agricultural production for
the nation. Its vital role covered soil nourishment, sharing agronomic
Expertise, supporting agricultural education and rewarding research – all of which had
progressively grown in width and depth during the decade.
1980 - 90
Plans to diversify were afoot. A “groundbreaking” ceremony was performed in November
1980 at Chilamkur (Andhra Pradesh), which is rich in limestone deposits, to set up a one
million tonnes cement plant. The fully computerized plant (designed by world-renowned
cement manufacturer Krupp Polybius of West Germany) was commissioned in 1984. It
was later sold to India Cements in 19903 1995 - 99
Chevron Chemical Company divested its stake in favour of E.I.D.Parry (I) Limited in1995,
followed by IMC in 1999. E.I.D. Parry (I) Limited acquired majority shareholding in
Coromandel making it a part of the Murugappa Group, a highly reputed industrial
conglomerate.
2000
Coromandel growth over the years has been punctuated with several path- breaking
modernizations / up gradation programmers. Begun in 1975, the programmers gathered
momentum in 1992-95, when the Sulphuric Acid, Phosphoric Acid and Complex
Granulation plants were debottlenecked. Production capacity wends up from the original
247,000 MT to 400,000 MT. On September 29, Mr. N Chandrababu Naidu, the then Chief

Minister of Andhra Pradesh, inaugurated a new complex granulation train. This further
augmented capacity to 600,000 MT, a boon to the entire farming community.
2003
On July 12, Coromandel consolidated its business by acquiring controlling stake in
Godavari Fertilizers & Chemicals Limited (GFCL). To optimize synergy of
Operations in the Group, the Farm Inputs Division of E.I.D Parry (I) Limited was merged
with Coromandel on December 1.
2004
Mr. V. Ravichandran took over as President & WTD on January 22. Mr. A.Vellayan took
over as Chairman on September 1. Other Directors on the Board are Mr. J.Jayaraman,
Mr.M.M.Murugappan, Mr. T.M.M Nambiar, Mr. M.K.Tandon, Mr. D.E.Udwadia, Mr.
S.Viswanathan and Mr. K.A.Nair.
The first post-merger AGM of the Company was held on July 15.
2005
Coromandel signs a business assistance agreement with Foskor Limited, South Africa.
Coromandel linked a business assistance agreement with Foskor Pty. Ltd., South Africa, to
provide managerial and technical assistance to Foskor. A joint venture agreement was
signed between Coromandel, Group Chimique Tunisien, Tunisia and Gujarat state
Fertilizer Corporation.
2006
Plant Protection Business expands Coromandel acquired FICOM Organics Ltd.,
2007
Innovation in Retail Marketing Coromandel launched its retail business to serve the rural
markets. Today, Coromandel has a chain of over 400 outlets in rural Andhra Pradesh.
2008
Product Innovation: Coromandel’s Speciality Nutrient range including Micro- Nutrients and
water soluble products were launched a new line of organic fertilizers.
2009
JV with Sociedad Quimicay Minera (SQM) A JV was signed on May 26 with Soquimich
European Holdings, B.V.,
The Netherlands (a Subsidiary of SQM, Chile) a World leader in Specialty Plant Nutrition
business to set up a manufacturing Coromandel plant at Kakinada to produce WSF NPK

grades. The 50:50 JV Company, Coromandel SQM (India) Pvt. Ltd was incorporated on
09-10-2009.
2011
British Safety Audit Council (BSC): Coromandel under gone for safety audit which has got
significance at global level. British safety audit council has five star accredited at par with
global level companies. Audit schedules from 27th Jun 2011 to 01st
July 2011.
Exports:
Coromandel International Limited is known in the global agrochemical market as the
principal manufacturer of Endosulfan. It is represented in various markets through its
agents / formulators. Coromandel International Limited is the third-largest manufacturer of
Endosulfan, the second-largest manufacturer of Malathion and only the second
manufacturer of Phenthoate. Coromandel's pesticide business produces over 35 types of
insecticides, fungicides and herbicides that are marketed across the country and exported to
many countries in South America, Western Africa, Middle East and South East Asia.
Fertilizer Plants at:
9. Kakinada & Visakhapatnam in AndhraPradesh
10. Ennore & Ranipet in TamilNadu.
Crop Protection plants at:
a) Ranipet in Tamil Nadu
b) Navi Mumbai in Maharashtra
c) Ankleshwar in Gujarat
d) Jammu in J&K.
Coromandel Marketing:
Coromandel branches servicing the farming community across India are located at:
I. Hyderabad, Kurnool, Vijayawada and Visakhapatnam in Andhra Pradesh.
II. Bangalore and Raichur in Karnataka.
III. Tiruchirappalli m in Tamil Nadu.
IV. Aurangabad in Maharashtra
V. Ahmadabad in Gujarat
VI. Indore in Madhya Pradesh
VII. Raipur inChhattisgarh
VIII. BhubaneswarinOrissa
IX. Kolkata in West Bengal
X. Ghaziabad in Uttar Pradesh
XI. Bhatinda in Punjab

Passion: We play to win. We have a healthy desire to stretch, achieve personal goals and
accelerate business growth. We strive constantly to improve and be energetic in everything that
we do.
Quality: We take ownership of our work. We unfailingly meet high standard of quality in both
what we do and the way we do it. We take pride in excellence.
Respect: We respect the dignity of every individual. We are open and transparent with each
other. We inspired and enable people to achieve high standard and challenging goals. We
provide everyone equal opportunities to progress and grow.
Responsibility: We are responsible corporate citizens. We believe we can help make a
difference to our environment and change lives for the better. We will do this in a manner that
befits our size and also reflects our humidity.

Objectives of Coromandel:
I. To enable the farmers "grow more" by producing and supplying highly
nutritious complex fertilizers at minimum cost.
II. To maximize, the efficiency of both the men and machinery through
continuous up gradation of technology and providing training investment.
III. To satisfy shareholders by giving them handsome returns on their
investment.
SWOT Analysis:
Strengths:
I. Very long experience in the field of producing and selling fertilizers.
II. Up-to-date technology and continuous up gradation.
III. Optimum capacity utilization
IV. Enjoying great brand and corporate image
V. Dealer and farmer loyalty.
VI. Financially strong.
VII. Niche Marketing.
VIII. Strong promotional attractive
IX. Widespread sales network
X. Minimum Labor problem
XI. Well-trained employees and good workculture.
Weakness:
Neglecting study based on sales promotion of retail outlets. Marketing by intermediaries’
poor availability of product. Import of major raw materials Opportunities:
I. Increasing trend in using complex fertilizer areas.
II. Large areas under each and oil seed crops
III. Growling awareness and education among farmer's community
IV. Modern farming practices
V. The wide gap between demand and supply in Indian fertilizer market
VI. Giving more emphasis the use of complex fertilizer for balanced fertilization.
VII. Government subsidy reduction on urea for facilitating the use of complex
fertilizer.
Opportunities:
I. Government’s focus on improving soil health and promote balanced nutrition to
increase awareness and acceptance of NPK grades, Secondary and Micro nutrients,
and Organic manure and water soluble fertilizer’s.
II. ‘Make in India’ policy to incentivize domestic fertilizer manufacturing and improve
plant capacity utilization.
III. Digitization of the fertilizer supply chain under direct benefit transfer to improve
stock visibility and bring transparency in operations
IV. Agri infrastructure development – Strengthening of Irrigation, cold chain, rural
electrification and digital connectivity to bring structural reforms in rural India.

Threats:
I. The heavy competition in Fertilizer market.
II. Frequent/subsequent changes in government policies.
III. Shifting of demand from the company's products to competitor's DAP
IV. Huge consumption of urea cover complex that is offered at lesser cost in the
market.
Temperance of the Agricultural sector by the present government. Almost complete
dependence on import of raw materials which will affect the company performance if the
import prices are increased
Achievements:
Coromandel International limited a. reputed Fertilizer Company in India stood first in
achieving the following:
I. First in India achieved to commercially manufacture high analysis complex
fertilizer, which is urea ammonium phosphate 28:28:0 with high nitrogen and
phosphate content in 1:1 ratio.
II. First in India achieved to install a large sulphuric acid plant based on DCDA
technology to control Sulphur dioxide emission.
III. First in India achieved successfully to implement total recycling of seawater
for its effluent recifculation system attached to phosphoric acid plant.
IV. First in India achieved to install a terminal for import and handling of
molten sulphur in environment friendly project
Plants:
Coromandel International limited has mainly three plants. They are:
Sulphuric Acid Plant:
This plant is designed and constructed by M/s. Simon Carves India Limited. It has a rated
capacity of 1200 million tons per day. Sulphur is the raw material, which is imported from
abroad from countries like USA, Japan and Gulf.
Phosphoric Acid Plant:
This plant is designed and constructed by M/s. Dorr Oliver of USA is used in
manufacturing of cement. It has a rated capacity of 400 million tonnes per day. Rock
phosphate a mineral from foreign countries such as USA, Africa and Australia and is still
looking for other sources. Rock phosphate and sulphuric acid are reacted to give
phosphoric acid and gypsum. Filtering separates gypsum and it is a by-product, which is a
good source of income by sales make Ammonia phosphate 28:28:0. Whereas for
manufacturing complex NPK 14:35: 14, ammonia and phosphoric acid are used along with
Potash, which is a bought out raw material, mixed with the outer feed stocks in the
complex plant. In case of manufacture of 16:10:0, 20:20:0 Ammonia phosphoric acid and
sulphuric acid are used as feeds.
Due to increase in prices of Hydrocarbons, Operations of Urea and Ammonia production

facilities have been suspended. Alternate arrangements are in place. Ammonia and liquid
sulphur are being imported at an economical rate. Urea too is being imported. The
production material is bagged in 50 kg and dispatched by rail/road.
Capacities:
Ammonia : 1, 05,000MT/yrs.
Urea : 74, 000 MT/yrs.
Sulphuric : 3, 65,000 MT/yrs.
Phosphoric : 1,13,050 MT/yrs. Complex (28:28:0)
Plant capacities are all given in Metric Tons.

FINDINGS AND LEARNINGS
1. 5s
• SORT
• SET IN ORDER
• SHINE
• STANDARDIZE
• SUSTAIN
It is implemented in the organisation for maintaining clean and organised system
2. KAIZEN
Kaizen is a Japanese term meaning "change for the better" or "continuous improvement."
a. Kaizen is a philosophy that productivity can be improved gradually and by involving
all employees.
b. The small changes can involve quality control, just-in-time delivery, standardized
work, the use of efficient equipment, and the elimination of waste.
c. Changes can come from any employee anytime and don’t have to happen slowly,
where kaizen merely recognizes that small changes now can have big future impacts.
d. Here employee are required to give every month one kaizen and at the end of the year
they have to give compulsory 12 kaizen sheets.
3. OPL-One point learning
One point lesson (OPL) is a simple yet powerful operational tool used to educate operators in
an organization and improve product or service quality. The main point of learning for a
particular process is written in one to two sentences, accompanied by simplified but explanatory
diagrams.

TASK 1: PROCESS FLOW CHARTS OF DISTRIBUTION DEPARTMENT
We have designed the process flow charts for the following like
• Road dispatch (TALA)
• Rail dispatch
• Random check of wagon
• Port dispatch
• Bulk dispatch
• Empty bag dispatch
• SND party direct orders
• SND MGC Stock orders
• New product update
By using this flow charts this helps the organization to understand the process done and involved
through each dispatch and can use for further responses and can make changes accordingly in
future.

New Product updation on SAP process Flow chart
Start
Request for
new grade
Creation of
Bulk, Packing,
Material, FC
codes.
Price update
& batch
code
creation
NO
Properly
working
No
End
Trial run in
SAP
Informing &
Checking
with SAP
team
Bulk, Packing,
FG codes
extension to
warehouse
Request to SAP
team by
distribution team/
F&A team

Empty bag dispatch process flow chart
START
Purchase order
creation for
empty bag
Load the bag as
per PO
Check Invoice is
50,000 above or not
Yes
Generate E-way
bill
No
DISPATCH
Tax invoice will
be generated
Arrange the bag
for loading

TASK 2: SIPOC ANAYSIS
Process or Function name DISTRIBUTION DEPARTMENT
DATE 02/07/2019
SCOPE All employee of Distribution department & Shift office
SIPOC Analysis
Sr.
No.
S I P O C
SUPPLIERS INPUTS PROCESS OUTPUT CUSTOMERS
Who supplies the
process inputs?
What inputs are
required?
What are the major steps in the
process?
What are the
process outputs?
Who receives the
output?
1 Field sales team purchase order making Dispatch plan by road or by
rail
product
dispatching
Farmers
2
Marketing
Officers
Party orders
Generate delivery no., Tala no. &
WALA no.
Documentation MGC's
3
Farmers
Stock transfer
details
Generate Tax invoice
Close customer
complaints
Warehouse
4 Dealers
product name &
Quantity
Create challan on mFMS website for
subsidy
Dealers
5 Distributors Order status Create E-way bill for product
dispatch
Distributors
6 SAP Stock in hand Respond to pending orders Field sales team
7 Handling customer complaint Party orders

TASK 3: CRITICAL CHECKPOINTS OF ROAD DISPATCH
1. Order created by marketing officers and area marketing retail officers.
2. Check daily Z-Pend for pending orders
3. Check availability of stock
4. Plan has to be prepared.
5. Allotment of destination & quantity to their respective transporter.
6. TALA form process.
a. Updating Delivery no.
b. Delivery no. generation
c. TALA no. generation
d. Truck pass in time
e. Empty truck weighed
f. Product loaded
g. No. of bags
h. Loaded truck weighed
i. Truck pass out time
7. Goods issue process
8. Product batch check
9. Product wise MRP updating in MFMS website state wise daily.
10. Product wise stock availability check in MFMS
11. Tax invoice/ Delivery challan generation
12. E-Way bill generation
13. MFMS challan

TASK 4: CRITICAL CHECKPOINTS OF RAKE DISPATCH
1. Check stock availability in SAP
2. Indent register or E-Demand registration
3. Manually WALA form entry
a. Wagon no.
b. Qty to be loaded
c. Product name
d. Destination name
e. Arrival time
f. WALA time/ Placement time
g. WALA closing time/ loading completion time
4. F-note will be given to railway siding office
5. All data of WALA will be entered in excel
6. Z-WALA no. generation in SAP
7. P.O generation as per loading advice
8. Check Product wise stock availability in MFMS
9. Daily update product wise MRP in MFMS website
10. Delivery no. will be generated for every single wagon
11. Delivery no. will be update in SAP
13. Check product batch
14. Tax Invoice generation
16. Covering letter generation
17. MFMS generation
18. RR- Railway Receipt (E-RR)
19. Check RR quantity vs Invoice quantity
20. Check railway freight
21. Check product specification in RR

TASK 5: CRITICAL PATH METHOD
FERTILISER ROAD FREIGHTS FOR 01-06-2019 to 10-06-2019
Sr.
No.
ROUTE
DESCRIPTION
01.06.2
019 to
10.06.2
019
KM
DISTA
NCE
CRITICAL PATH BEST ROUTE
ROUTE
KM
DISTANCE
TIME ROUTE
KM
DISTANC
E
TIME
1 KAKINADA -
ADILABAD
1726 796 Via eluru-vijayawada-
Hyderabad
786 13hr
22
min
via rajahmundry-
warangalkarimnagar
637 13hr
57min
2 KAKINADA -TUNI 388 63 via uppada 69 1hr via kathipudi 63 1hr
3 KAKINADA -
GUNTUR
623 260 via mandapeta-
tanukuvijayawada
259 5hr
27min
via samarlakota-
rajahmundryvijayawada
250 5hr
23min
4 KAKINADA -
NELLORE
1277 501 via mandepeta-
tanukuvijyawada
502 9hr
5min
via rajahmundry-vijayawada 492 9hr
5 KAKINADA -
ANANTAPUR
1896 705 via vijayawada-
suryapetajadcherla
842 14hr
18min
via vijayawada-
chilakalurupetakurnool
696 14hr
6 KAKINADA -
WARANGAL
1076 372 via
samarlakotabhadarchalam-
kothagudem
409 8hr
56min
via rajahmundry-kothagudem 372 8hr
30min
7 KAKINADA -
NIZAMABAD
1625 666 via mandapeta-tanuku-
vijayawada-suryapeta
668 11hr
50min
via rajahmundry-
vijayawadasuryapeta
657 11hr
39min
8 KAKINADA -
MAHABUBNAGAR
582 10hr
30min
via rajahmundry-kovvur-
eluruvijayawada-suryapeta
570 10hr
43min
9 KAKINADA -
KARIMNAGAR
547 10hr
40min
via rajahmundry-
kothagudemwarangal
540 11hr
10 KAKINADA -
VISAKHAPATNAM
601 153 via kathipudi-tuni-
anakapalli
150 3hr via uppada-tuni-anakapalli 153 3hr
11 KAKINADA -
VIZIANAGARAM
694 202 via kathipudi-tuni-
anakapallivizag
204 4hr
12min
via kathipudi-tuni-
anakapallikothavalsa
200 4hr
17min
12 KAKINADA -
SRIKAKULAM
845 261 via kathipudi-anakapalli- N/A N/A via kathipudi-anakapalli-vizag 261 5hr
13 KAKINADA-
DUGUNEPALLI
(KHAMMAM)
976 270 via samarlakota-
nidadavoleaswaraopeta
306 7hr 13
min
via samarlakota-
rajahmundrybhadrachalam
297 6hr
16min
14
KAKINADA -
MEDAK
1511 587
via mandapeta-
tadepalligudem-
vijayawada-
suryapeta
576
11hr
43min
via rajahmundry-
kothagudemwarangal
529
12hr
8min
15
KAKINADA -
NALGONDA
1031 412
via samarlakota-vemagiri-
nidadavole-vijayawada-
suryapeta 403
7hr
48min
via samarlakota-
rajahmundryjangareddygudem-
khammam-
suryapeta
378
8hr
10min
16
KAKINADA -
CHITTOOR
1762 704
via mandapeta-
tanukuvijayawada-ongole-
kadapa
765
14hr
50min
via rajahmundry-
vijayawadanellore 694
14hr
50min

TASK 6: CHECKLIST FOR ROAD DISPATCH
Sr.n
o.
ACTIVITIES RESPONSIBLE YES/NO REMARKS
1. Order created by Marketing Officers and
Area Manager Retail Operations.
Marketing officer
and AMRO
2. Check daily pending orders in SAP
through T-Code.
2.1. Enter T-CODE: ZPEND in SAP
➢ Fill the appear column
i. Date
ii. Shipping point
iii. FOL – Party Direct Order/
Stock Transfer.
iv. Execute
Downloading steps
System List Save Load file
K. Venkat Rao
3. Check availability of stock in SAP
thorough T-Code.
3.1. Enter T-CODE:MMBE- Stock
overview in SAP
➢ fill the appear column
i. Enter Material
ii. Plant
iii. Execute
K. Venkat Rao
4. Plan has to be prepared.
a) Sorting on zone (1-23)
b) Before allotting new transporter
Look for previous day last
transporter, so that on new day next
transporter will get the opportunity.
K. Venkat Rao
5. Allotment of destination & quantity to
their respective transporter.
K. Venkat Rao
6. Take follow-ups with transporter for
truck reaching time near East gate.
K. Venkat Rao
7. TALA form process.
7.1. Delivery no. generation
i. Enter T-CODE: VL04 in SAP
ii. Enter shipping point
iii. In documents to be selected
• Select Orders (Party order)/
Purchase Order(MGRC &
Warehouse)
iv. In Range of document
• Write order no. / purchase
order no.
v. Execute
vi. Save
7.2. Delivery updating
i. Enter T-CODE: VL02-
Change Outbound Delivery in
SAP
ii. Enter the delivery no.
iii. Then go to Overview
iv. Select Picking
i. Material
ii. Plant
Shift Office

iii. Delivery Qty.
iv. Batch no.
v. Then go to Header
vi. Then select Transport Relev.
Info
i. Bill of landing
ii. MNS of transporter id.(mode
of transport)
iii. Truck no.
iv. Then go to Header
v. Then select Partners
i. Partner function
ii. Partner
iii. Name
iv. Then save.
7.3. TALA no. generation
i. Enter T-CODE: ZTALA-
Truck Authorisation and
Loading Advice
ii. Select Create
iii. Write truck no.
iv. Drivers name
v. Sales document
vi. Material
vii. Quantity in bags
viii. Quantity in MTs.
ix. Then Save
8. Truck enter “in time” (pass time as in
TALA document)
Security
9. Empty truck weighed Weigh bridge
operator
10. Product load as per TALA Bagging plant
11. No. of bags Bagging plant
12. Loaded truck weighed Weigh bridge
operator
13. Truck pass out time Security
14.1. Enter T-CODE: VL02 in SAP
i. Enter delivery no.
➢ Then click on Post Goods Issue
Shift Office
15. Tax invoice/ Delivery challan generation
(SAP)
15.1. Enter T-CODE: VF01- Tax
Invoice in SAP. Fill all the appear
column.
i. Enter Delivery no.
ii. Then Select Execute.
iii. Then Save
➢ Go back to main Screen of SAP
15.2. Enter T-CODE: VF02-Print Output
in SAP
i. Billing Document
ii. Issue Output to
iii. Select STO/GST Tax
Shift Office

invoice.
15.3. Then take Print.
16. Product batch check
➢ As per the latest communication
with shift office
Shift Office
17. Product wise MRP updating in MFMS
website state wise daily.
17.1. Go to mFMS website:
WWW.mfms.nic.in
17.2. Enter Username: 1000099040 &
Password
17.3. After opening of mFMS page
i. Go to Data Entry
ii. Then Enter/Update master
iii. Then go to Enter MRP
17.4. For View MRP
➢ Fill all the appear column
i. Enter Company name
ii. State
iii. Plant
iv. Year
v. Product
vi. Month
vii. Then select Show report
17.5. For Enter MRP
i. Enter Plant name
ii. Dispatch date
iii. Product
iv. State
v. MRP rate
vi. Then ADD
vii. Then Submit
Main: SVVSR
Verma
Standby: N.
Nagakrishna, Shift
Office
18. Stock availability check in MFMS
WWW.mfms.nic.in
18.2. Enter Username: 1000099040 &
Password
i. Go to Data Entry
ii. Select RO Module
iii. Then select Dispatch from
plant
Main: SVVSR
Verma
Standby: N.
Nagakrishna, Shift
Office
19.1. Open E-WAY Bill website:
WWW.ewaybillgst.in
19.2. Enter Username:
COROANDHRA#DIS1 &
Password
i. Click on Generate New
➢ E-WAY Bill entry form will appear.
Fill all the appear column
a. Transaction Details
i. Select Supply type
ii. Select Sub type
iii. Document type
iv. Document no.
v. Document date
Shift Office

vi. Transaction type
b. Bill From
i. Enter Name
ii. GST IN.
iii. State
c. Dispatch From
i. Enter address
ii. Place
iii. pin code
d. Bill To
i. Enter name
ii. Enter GST IN.
iii. State
e. Ship To
i. Enter address
ii. Place
iii. Pin code
f. tem Details
i. Enter product name
ii. Description
iii. HSN
iv. Quantity
v. Unit
vi. Taxable value
vii. CGST+SGST Rate (%)
viii. IGST Rate (%)
ix. CESS Advol. Rate (%)
x. CESS non Advol. Rate (%)
xi. Total taxable amount
xii. CGST Amount
xiii.SGST Amount
xiv.IGST Amount
xv. CESS Advol. Amount
xvi. CESS non Advol. Amount
xvii. Other Amount
xviii. Total Invoice Amount
g. Transporter Details
i. Transporter name
ii. Transporter id.
iii. Approximate distance
h. Part B
i. Select Mode: Road/ Rail/
Air/ Ship
ii. Select vehicle type: Regular/
Over dimensional cargo
iii. Enter Vehicle no.
iv. Enter transporter document
no.
19.3. After filling all the necessary field
Enter Submit.
20. MFMS challan
WWW.mfms.nic.in
20.2. Enter Username 1000099040 &
Password
20.4. Go to Data Entry
Shift Office

20.5. Select RO Module
20.6. Select Dispatch by plant or by
port
➢ By ROAD Dispatch
20.7. If product is dispatching to
warehouse
wholesaler
20.9. If product is dispatching to Retailer
20.9.1. If loading of fertilizer for
multiple dealers in one
vehicle from plant.
20.9.2. If loading of fertilizers for
single retailer in multiple
vehicle from plant.
warehouse
i. Then select Dispatch to
warehouse.
i. Enter vehicle no.
ii. Vehicle capacity (in MT.)
iii. State
iv. District
v. Warehouse
vi. STA no.
vii. Dispatch date
viii. Product
ix. Unit
x. Quantity
xi. Then click on Add Warehouse
xii. Then click on Proceed to
generate vehicle challan.
Shift Office
Wholesaler
wholesaler.
i. Enter state name
ii. District
iii. Dealer code
iv. Dealer name
v. Dealer address
vi. Vehicle no.
vii. Vehicle capacity (in MT.)
viii. Invoice no.
ix. Invoice date
x. Product
xi. Unit
xii. Quantity
xiii. Then click on proceed to
Shift Office
20.9. If product is dispatching to Retailer
20.9.1. If loading of fertilizer for
multiple dealers in one
vehicle from plant.
Shift Office

Retailer
ii. Select In case you intend to
move/ dispatch fertilizers to
one or more retailers in the
same vehicle/ truck
➢ Fill all he appear column
i. Vehicle no.
ii. Vehicle capacity (in MT)
iii. Transporter company
iv. Driver name
v. Driver mobile
vi. State
vii. District
viii. Dealer
ix. Invoice no.
x. Invoice date
xi. Product
xii. Unit
xiii. Quantity
xiv. Then click on Add dealer
Then click on proceed to generate vehicle
challan.
20.9.2. If loading of fertilizers for
single retailer in multiple
vehicle from plant.
Retailer
ii. Select In case you intend to
dispatch fertilizers to one
retailer in multiple trucks
• Fill all the appear column
i. Enter state name
ii. District
iii. Dealer code
iv. Dealer name
v. Dealer address
vi. Vehicle no.
vii. Vehicle capacity (in MT.)
viii. Invoice no.
ix. Invoice date
x. Plant
xi. Product
xii. Unit
xiii. Quantity
xiv. Then click on Add Truck
xv. Then click on proceed to
Shift Office

TASK 7: CHECKLIST FOR RAKE DISPATCH
Sr.
no.
ACTIVITIES RESPONSIBLE YES/NO REMARKS
1. Check stock availability
1.1.MESSAGE
i. Here mostly we get message
from bagging plant what product
and how much quantity we
have. According to this
responsible person will make
plan and register indent.
1.2.In SAP
i. Enter T-CODE:MMBE- Stock
overview in SAP
ii. Enter Material
iii. Plant
iv. Then Execute
CH Srinivas Rao
2.
Indent register or E-Demand
registration
2.1. Open FOIS website:
www.fois.indianrail.gov.in
2.2. Click on E-Demand
2.3.Enter Username:
DISTSHIFT@COROMANDEL &
Password then requirement
2.4. Then go to sanctioned program
2.5.Then click on customer rake
requirement
i. Enter consignor name
ii. Select: Zone/ Division/
Station
iii. Date
iv. Consignee name
v. Station from
vi. Station to
vii. Group rake commodity
viii. Rake type
ix. Then click on retrieve
x. Then click on E-Demand
registration
2.6. Step 1:
i. Enter consignor address
ii. Expected loading date
iii. No. of forwarding notes
iv. Booking remark
v. Then click on next
2.7. Step 2
i. Enter stock type
ii. Units
iii. Sender weight (in tonnes)
iv. Then click on next
2.8. Step 3
Main: CH
Srinivas Rao
Stand by: Shift
Office

i. Sale tax applicable
ii. Sale tax/ Tin number
iii. Risk rate
iv. Paid type
v. Scheme code
vi. Demand permit expiry date
vii. Then click on submit
3. Manually WALA form entry
h. Wagon no.
i. Qty to be loaded
j. Product name
k. Destination name
l. Arrival time
m. WALA time/ Placement time
n. WALA closing time/ loading
completion time
Shift Office
4.
F-note will be given to railway siding
office
Shift office
5.
All data of WALA will be entered in
excel
i. Wagon no.
ii. Type of wagon
iii. Products
iv. No. of bags
v. Quantity
vi. Invoice & RR no.( railway
document)
vii. Delivery no.
viii. Invoice
ix. Product value
x. GST
xi. Amount
Shift Office
6. WALA no. generation in SAP
6.1. Enter T-CODE: ZWALA in SAP
i. Click on create WALA
ii. Advice time
iii. Destination
iv. Advice date
v. Wagon no.
vi. Bag weight
vii. Wagon type
viii. Product name
ix. Then Save
x. Wala no. generated
Shift Office
7. P.O generation as per loading advice
7.1. Enter T-CODE: ME21N- Create
purchase order in SAP
i. Select Supplying plant
ii. Date
iii. Then click on Header
iv. Purchase organization
v. Purchase group
vi. Company code
vii. Material PO qty
viii. Plant
ix. Storage location
Shift Office
8. Check Product wise stock availability inMain: SVVSR Verma

MFMS
8.1.Go to mFMS website:
WWW.mfms.nic.in
8.2.Enter Username: 1000099040 &
Password
8.3.After opening of mFMS page
8.4.Go to Data Entry
8.5.Select RO Module
8.6.Then select Dispatch from plant
Standby: N.
Nagakrishna, Shift
Office
9. Daily update product wise MRP in
MFMS website
9.1.Go to mFMS website:
WWW.mfms.nic.in
9.2.Enter Username: 1000099040&
Password
9.3.After opening of mFMS page
9.4.Go to Data Entry
9.5.Then Enter/Update master
9.6.Then go to Enter MRP
9.7.For View MRP
i. Enter Company name
ii. State
iii. Plant
iv. Year
v. Product
vi. Month
vii. Then select Show report
9.8.For Enter MRP
i. Enter Plant name
ii. Dispatch date
iii. Product
iv. State
v. MRP rate
vi. Then ADD
Then Submit
Main: SVVSR Verma
Standby: N.
Nagakrishna, Shift
Office
10. Delivery no. will be generated for every
single wagon
10.1. Enter T-CODE: YSDADS-
Automating delivery split-fertilizer in
SAP
➢ Enter all the appear column
i. Order no.
ii. Delivery creation date
iii. Shipping condition
iv. No. of deliveries
v. Quantities for each delivery
vi. Sales order
vii. Stock transfer
viii. Then click on Execute
Shift Office
11. Delivery no. will be update in SAP
11.1. Enter Delivery no.
11.2. Go to Header
11.3. Then click on Transport Relev.
Info.
➢ Then fill the appear column
i. Bill of landing
ii. Means of transport Id.

iii. Wagon no.
11.4. Then click on Save
11.5. Then go to Header
11.6. Then click on Partner
➢ Then fill the appear column
i. Partner function
ii. Partner
iii. Name
iv. Then Save
12.1. Enter T-CODE: VL02 in SAP
12.2. Enter delivery no.
12.3. Then click on Post Goods Issue
Shift Office
13. Check product batch
As per the latest communication with shift
office
Shift Office
14. Tax Invoice generation
14.1. Enter T-CODE: VF01- Tax
Invoice in SAP
14.2. Enter Delivery no.
14.3. Then Select Execute.
14.4. Then Save
14.5. Go back to main Screen of SAP
14.6. Enter T-CODE: VF02-Print
Output in SAP
14.7. Billing Document
14.8. Then click on Issue Output to
14.9. Select STO/GST Tax invoice
14.10. Then take Print.
Shift Office
15.1. Open E-WAY Bill website:
WWW.ewaybillgst.in
COROANDHRA#DIS1 &
Password
15.3. Click on Generate New
➢ E-WAY Bill entry form will
appear
a) Transaction Details
i. Select Supply type
ii. Select Sub type
iii. Document type
iv. Document no.
v. Document date
vi. Transaction type
b) Bill From
i. Enter Name
ii. GST IN.
iii. State
c) Dispatch From
i. Enter address
ii. Place
iii. pin code
d) Bill To
i. Enter name
ii. Enter GST IN.
iii. State
Shift Office
people

e) Ship To
i. Enter address
ii. Place
iii. Pin code
f) Item Details
i. Enter product name
ii. Description
iii. HSN
iv. Quantity
v. Unit
vi. Taxable value
vii. CGST+SGST Rate (%)
viii. IGST Rate (%)
ix. CESS Advol. Rate (%)
x. CESS non Advol. Rate (%)
xi. Total taxable amount
xii. CGST Amount
xiii. SGST Amount
xiv. IGST Amount
xv. CESS Advol. Amount
xvi. CESS non Advol. Amount
xvii. Other Amount
xviii. Total Invoice Amount
g) Transporter Details
i. Transporter name
ii. Transporter id.
iii. Approximate distance
h) Part B
i. Select Mode: Road/ Rail/ Air/
Ship
ii. Select vehicle type: Regular/
Over dimensional cargo
iii. Enter Vehicle no.
iv. Enter transporter document
no.
15.4. After filling all the necessary field
Enter Submit.
16. Covering letter generation
i. File no. (Plant name, Year,
Wagon type, No. of rake)
ii. Date
iii. Total qty.
iv. Total no. of bags
v. Product name
vi. Rake type
vii. Enter Destination name
viii. Write Invoice no. / RR no. &
date
ix. RR Tax invoice no.
x. Product name
xi. Quantity loaded
xii. Total no. of bags
xiii. GST
xiv. Freight
xv. Total final cost
xvi. Write E-WAY bill no.
Shift Office
17. MFMS generation
Shift Office

WWW.ewaybillgst.in
COROANDHRA#DIS1 &
Password
i. In Data Entry
ii. Click on RO module
iii. Click on Dispatch from
plant/ port
iv. Click on Dispatch by rail
i. Enter Dispatch month
ii. Dispatch year
iii. Dispatch file
iv. Choose Excel file
➢ In Excel file
a. Product
b. Product qty.
c. RR no.
d. District name
e. Railway code destination
f. By rail
g. State name (destination)
17.4. Then upload
17.5. Then submit

CONCLUSION
The distribution channel means “The chain of businesses or intermediaries through which a
good or service passes until it reaches the end consumer” A distribution channel can include
wholesalers, retailers, distributors and even the internet. Channels are broken into direct and
indirect forms, with a "direct" channel allowing the consumer to buy the good from the
manufacturer and an "indirect" channel allowing the consumer to buy the good from a
wholesaler. From the project we can conclude that a distribution channel is important factor
for sales their product in a good way.
So, every company should maintain a good distribution channel. A company distribution
channels decision directly affects every other marketing decision. The company sales force
communication decision depends on how much training, motivation and support its channel
partners need. A company develops or acquires certain new product and may depend on how
well those products fit the capabilities of its channel members.

CHAPTER 05 –
RECOMMENDATIONS

SUGGESTIONS
Transportation is the most important aspect when it comes to reducing costs and increasing profit
for the company, more alternatives in terms of routes and modes must be used for further
reduction in costs that is to be incurred and which will also help in timely deliveries of the
packages.
1. Provide more logistics facility.
2. A clear notification should be given to teach distributor and each route agent to give
cash memo (with printed number) and maintain route card for every transaction.
3. Make more effectiveness in distribution channel.
4. Improve transportation facility.
5. Make a good cooperation with transporters.

BIBLIOGRAPHY
1. https://coromandel.biz/
2. https://www.murugappa.com/coromandel-international-ltd/
3. http://www.coromandelagrico.com/
4. https://www.investopedia.com/

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