1. ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD
(Department of Business Administration)
FINANCIAL MANAGEMENT (562)
Submitted By: Husnain Khalid
Roll # AD511764
Submitted To: Mr. Asif Mehmood
An Assignment is submitted in partial fulfillment of the requirement for the degree
of MBA
ASSIGNMENT No. 2
ISSUE
CRITICALLY EVALUATE THE KEY CONCEPTS OF EFFECTIVE
INVENTORY MANAGEMENT AND CONTROL. GIVE PRACTICAL
EXAMPLE OF A PAKISTANI ORGANIZATION IN SUPPORT OF YOUR
ANSWER.
2. ACKNOWLEDGEMENTS
First of all, I would like to say Alhamdulillah, for giving me the strength and
health to do this project work until it done Not forgotten to my family for
providing everything, such as money, to buy anything that are related to this
project work and their advise, which is the most needed for this project. Internet,
books, computers and all that as my source to complete this project. They also
supported me and encouraged me to complete this task so that I will not
procrastinate in doing it.
Then I would like to thank my teacher for guiding me and my friends throughout
this project. We had some difficulties in doing this task, but he taught us patiently
until we knew what to do. He tried and tried to teach us until we understand what
we supposed to do with the project work.
Last but not least, my friends who were doing this project with me and sharing
our ideas. They were helpful that when we combined and discussed together, we
had this task done.
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3. ABSTRACT
In the simplest method, the purchase man periodically reviews the stock, perhaps
visually; to see what inventory items are in short supplies and places order when
he thinks a minimum level has been reached or when the inventory of a particular
item is exhausted. No inventory levels are kept on records. Obviously, such a
method is likely to incur excessive purchasing and carrying costs on the one hand
and stock out costs on the other. While excess purchase would lead to excessive
investment in obsolete or slow moving goods, shortage or inventory may disrupt
production or sales may be permanently lost.
To improve upon the visual method a re-order line may be drawn in the bin or
storage area so that when stock reaches this line, order will be placed. The re-
order line in the bin would be high enough to cover normal usage until the new
order arrives. A variation of this method is to use the two bins systems: an order is
placed when the working stock bin is empty.
Another inventory control approach is through the perpetual inventory system.
Managers are already familiar with the principles and procedures of this system.
Another method used to assist in the control of inventory is the ABC
classification. Here the inventory items are classified into groups, usually three,
according to the annual cost of the item used and ranked according to the rupee
value of the usage. It may, however , be pointed out here that ABC analysis is not
actually a control system in itself: it shows the way to decide which items are
most in need of strict control system. It is ultimately the management who decides
how best to control each class of items.
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TABLE OF CONTENTS
INTRODUCTION
COST OF CARRYING
REORDER LEVEL
MINIMUM INVENTORY
FIFO vs LIFO
PRACTICAL STUDY # 1
INTRODUCTION
DIRECTOR S PROFILE‟
CLIENTELE
DISTRIBUTION AREAS
IT SYSTEMS
HR INFRASTRUCTURE
INVENTORY CONTROL SYSTEM IN UDL
APPLICATIONS
MANAGING INVENTORY
COMPANY S INVENTORY SOFTWARE FEATURES‟
EXAMPLES
PRACTICAL STUDY # 1
ASKARI BANK
SWOT ANALYSIS
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
CONCLUSION
RECOMMENDATIONS
REFERENCES
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5. INTRODUCTION
Inventory Management and Inventory Control must be designed to meet
the dictates of the marketplace and support the company's strategic
plan. The many changes in market demand, new opportunities due to
worldwide marketing, global sourcing of materials, and new manufacturing
technology, means many companies need to change their Inventory
Management approach and change the process for Inventory Control.
Despite the many changes that companies go through, the basic
principles of Inventory Management and Inventory Control remain
the same. Some of the new approaches and techniques are
wrapped in new terminology, but the underlying principles for
accomplishing good Inventory Management and Inventory
activities have not changed.The Inventory Management system
and the Inventory Control Process provides information to efficiently
manage the flow of materials, effectively utilize people and
equipment, coordinate internal activities, and communicate
with customers. Inventory Management and the activities of
Inventory Control do not make decisions or manage operations;
they provide the information to Managers who make more
accurate and timely decisions to manage their operations.The
basic building blocks for the Inventory Management system and
Inventory Control activities are:
Sales Forecasting or Demand Management
Sales and Operations Planning
Production Planning
Material Requirements Planning
Inventory Reduction
The emphases on each area will vary depending on the company and how
it operates, and what requirements are placed on it due to market
demands. Each of the areas above will need to be addressed in some
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6. form or another to have a successful program of Inventory
Management and Inventory Control.
Inventory control is concerned with minimizing the total cost of inventory. In the
U.K. the term often used is stock control. The three main factors in inventory
control decision making process are:
The cost of holding the stock (e.g., based on the interest rate).
The cost of placing an order (e.g., for row material stocks) or the set-up cost of
production.
The cost of shortage, i.e., what is lost if the stock is insufficient to meet all
demand.
The third element is the most difficult to measure and is often handled by
establishing a "service level" policy, e. g, certain percentage of demand will be
met from stock without delay.
The ABC Classification The ABC classification system is to grouping items
according to annual sales volume, in an attempt to identify the small number of
items that will account for most of the sales volume and that are the most
important ones to control for effective inventory management.
Reorder Point: The inventory level R in which an order is placed where R = D.L,
D = demand rate (demand rate period (day, week, etc), and L = lead time.
Safety Stock: Remaining inventory between the times that an order is placed and
when new stock is received. If there are not enough inventories then a shortage
may occur.
Safety stock is a hedge against running out of inventory. It is an extra inventory to
take care on unexpected events. It is often called buffer stock. The absence of
inventory is called a shortage.
Quantity Discount Model Calculation Steps:
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7. Compute EOQ for each quantity discount price.
Is computed EOQ in the discount range?
If not, use lowest cost quantity in the discount range.
Compute Total Cost for EOQ or lowest cost quantity in discount range.
Select quantity with the lowest Total Cost, including the cost of the items
purchased.
Techniques of inventory control:
1. Economic purchase order quantity (How much to order)
2. Reorder level (when to order)
3. Minimum inventory or safety stock.
Economic Purchase Order Quantities: In order to control inventory a decision
model has been developed to determine the optimum quantity of materials to be
purchased on each purchase order. The model determines the optimum working
stock level to be maintained. Each time a purchase order is placed, the company
incurs certain costs. In order to minimize the costs of placing purchase orders, the
company could increase the order quantity to meet the company s entire needs for‟
the year at one time, incurring only the cost of one purchase order. However, such
a practice will lead to having a large average inventory of working stock, resulting
in increased carrying costs. The costs of ordering and costs of carrying inventory
may be summarized as follows:
Cost of Ordering:
- Preparing purchase or production orders, receiving and preparing and processing
related documents.
- Incremental costs of purchasing or transportation for frequent orders (Purchase
in small lots is often costlier and transportation costs also increase)
- Out of pocket costs of postage, telephones, telegrams, cost of stationery,
traveling etc.
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8. - Extra costs of numerous small production runs, overtime, setups, training etc. In
addition- fixed costs in form of salaries, wages of employees connected with this
work in purchasing, receiving, inspection and Material handling Departments.
Costs of Carrying:
- Interest on Investment.
- Losses from obsolescence and deterioration, spoilage.
- Storage-space costs, including Rent, Rates, Taxes, Electricity, etcs.
- Insurance, in addition- fixed costs in form of salaries, wages etc of employees
connected with this work in stores and Material handling Departments.
It should be noted that in the consideration of the optimum inventory decision, the
costs of buying the inventory would usually be irrelevant, because it is assumed
that the quantity required for the year would be the same for various alternative.
The important relevant costs to be considered are the costs of ordering and the
costs of carrying.
Reorder Level:
Lead time is the time interval between placing an order and receiving delivery. If
the lead time and the quantity of demand during lead time are known with
certaininty the recorder point may be determined. If in the above example, lead
time is 2 weeks and the average usage is 18 per week, the recorder point will be
18*2=36units. The day the level of stock falls to 36 units, an order for 173 units
will be placed. By the time these are delivered, the stock would be nil and on the
day of delivery it will shoot up again to 173 units and so on.
Minimum Inventory or Safety Stock:
In our previous paragraph, we had assumed with certainity that 18 units would be
used per week. In practice, we seldom come across such a situation and demand
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9. cannot be forecast accurately. Actually the demand may fluctuate from period to
period. If, therefore the usage per week at anytime goes beyond 18 units per
week, the company will be out of stock for sometime. Hence arise the need for
providing for some safety stock, i.e. some minimum or buffer as inventory as a
cushion against such stock outs. The recorder point is inter-related with the safety
stocks because as the recorder point is moved upwards, the amount of the cushion
is increased. Thus the recorder point is the resultant of the demand during lead-
time plus safety stock. By increasing the safety allowance the recorder point is
increased by the same amount. It should be noted that the economic order quantity
does not come into the picture and is independent of safety stock analysis.
There are several methods determining safety stock levels. A rough and ready
method followed by many companies is to provide a constant safety stock of say,
one or two month s usage requirements regardless of the item. Another method‟
mainly based on intuition is to have large safety stock when quantity usage is
high, lead time is long or the ordering schedule is frequent. Small safety stocks
can be maintained when there is low usage, short lead time or infrequent ordering.
Another method makes a statistical analysis of the probability of a stock out by
predicting the dispersion of usage around average usage and the dispersion of lead
times around the average lead time. The above discussions of inventory control
are based on the two bins or constant order quantity system.
FIFO vs. LIFO accounting
When a dealer buys goods from inventory, the value of the inventory is reduced
by the cost of goods sold (CoG sold). This is simple where the CoG has not varied
across those held in stock; but where it has, then an agreed method must be
derived to evaluate it. For commodity items that one cannot track individually,
accountants must choose a method that fits the nature of the sale. Two popular
methods which normally exist are: FIFO and LIFO accounting (first in - first out,
last in - first out). FIFO regards the first unit that arrived in inventory as the first
one sold. LIFO considers the last unit arriving in inventory as the first one sold.
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10. Which method an accountant selects can have a significant effect on net income
and book value and, in turn, on taxation. Using LIFO accounting for inventory, a
company generally reports lower net income and lower book value, due to the
effects of inflation. This generally results in lower taxation. Due to LIFO's
potential to skew inventory value, UK GAAP and IAS have effectively banned
LIFO inventory accounting.
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12. &
As pioneers in distribution in the subcontinent over 100 years
ago, we gave the term „distribution„ a new meaning. Our
business was established in 1887 in India for distribution of
Cigarettes in India, Burma & Ceylon. The business was shifted
to Pakistan in 1947. We enjoy a rich history of nearly 125 years
in satisfying our domestic and international clients in the field of
Import, Warehousing and Logistics, Door to Door
Distribution Marketing.
Our annual sales turnover for the year 2007-2008 was Rs. 12.81
billion (US $ 168 million) with annual growth in sales
exceeding 15% each year for the last 5 years. Our network
comprises 25 branches (Sales Offices) in 16 towns of Pakistan
with 3 central warehouses located in Karachi, Lahore &
Islamabad.
Keeping pace with the cutting edge of technological
advancement in IT, we are considered to be way ahead of our
competitors.
This is why companies having a long term vision, demanding
reliability and quality of service, prefer to be associated with
us.
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14. THE COMPANY ENJOYS EXCELLENT COORDINATION BETWEEN ITS HIGH PROFILE,
TRULY DEDICATED AND RESULT ORIENTED PROFESSIONAL STAFF IN ALL
DEPARTMENTS, INCLUDING SALES & MARKETING, ADMIN., HR, IT, LOGISTICES, ETC.,
WHO INTERACT WITH EACH OTHER TO DELIVER TO THE BEST INTEREST OF OUR
HIGHLY ESTEEMED CLIENTS.
WE ALWAYS MAKE SURE, OUR EACH AND EVERY INITIATIVE LEADS TO THE
PROSPERITY AND DEVELOPMENT OF OUR CLIENTS BECAUSE, WE FIRMLY
BELIEVE THAT IT IS DIRECTLY RELATED TO OUR OWN SUCCESS.
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17. Our state of the art ERP system helps us do our business efficiently by providing analytical reports
from data which enable our principals to understand the buying pattern, behavior of customers and
market trends. Not only they can take operational decisions based on the reports provided, they can
also strategically manage their field force based on our extensive reporting capabilities which ensure
transparency and accountability. Our fully automated and integrated “Distribution Business System
(DBS)” is a highly scalable, flexible, secure, and efficient system which can be customized to the
requirements of our clients.
We are also providing password protected access to our website so that our clients can access online
reports, no matter whether they are in office or travelling. This helps our clients to remain updated
and always connected to the sales trends. They can also monitor their products inventories online and‟
arrange their production schedules and forecasts accordingly.
In today s world of supply chain management, data availability is critical. We always strive to provide‟
optimal solutions to our clients so that they can better predict and be responsive to the tough
requirements of the market.
In this millennium the only sustainable advantage will come from people. Winning organizations will
not only have to bring the best people but also to get the best out of the people.
At present the business employs over 1000 dedicated people providing their utmost in every area of
the distribution business. Whether it is a delivery van driver or a sales manager, a computer operator
or an accounts officer, the entire human resource strength is knitted in one “UDL Family”.
The business is managed by over 100 professional managers having support of equal number of
supervisors. With almost 600 Sales Support staff, we ensure access to 50,000 outlets. Our fleet of
150 delivery vans reaches the farthest areas of the country providing coverage in over 600 towns and
villages.
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18. Inventory control system
A process for keeping track of objects or materials. In common usage, the term
may also refer to just the software components.
Modern inventory control systems rely upon barcodes, and potentially RFID tags,
to provide automatic identification of inventory objects. In an academic study
performed at Wal-Mart, RFID reduced Out of Stocks by 30 percent for products
selling between 0.1 and 15 units a day. Inventory objects could include any kind
of physical asset: merchandise, consumables, fixed assets, circulating tools,
library books, or capital equipment. To record an inventory transaction, the
system uses a barcode scanner or RFID reader to automatically identify the
inventory object, and then collects additional information from the operators via
fixed terminals (workstations), or mobile computers.
Applications
An inventory control system may be used to automate a sales order fulfillment
process. Such a system contains a list of order to be filled, and then prompts
workers to pick the necessary items, and provides them with packaging and
shipping information.
Real time inventory control systems use wireless, mobile terminals to record
inventory transactions at the moment they occur. A wireless LAN transmits the
transaction information to a central database.
Physical inventory counting and cycle counting are features of many inventory
control systems which can enhance the organization.
Inventory software are now available so that task becomes much more easier.
Managing Inventory
Devising an efficient system of counting and maintaining a stock of inventory
items has long been an arduous task for many shop owners. But the old methods
of cataloging by part or item numbers have all but disappeared since the
proliferation of electronic catalogs and the use of computer software programs to
track stock-keeping units (SKUs).
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19. Inventory management is necessary for owners who want to maintain a stocking
service for quick turnaround to help ensure total customer satisfaction. The "fill
rate" of an item on a managed inventory list must be maintained to avoid
shortages of frequently used items. Even when utilizing an inventory management
system, occasional shortages will still occur.
To be successful in today's fast-paced, highly-competitive environment, shops
need to have the necessary parts in stock or have reliable suppliers to meet
customer demands at a moment's notice. Either way, shops must have a practical,
efficient method for managing inventory in order to stay in business and satisfy
their customers.
Shops in larger cities tend to have more options for inventory stocking. Since
there are often numerous parts suppliers nearby, there is less of a need to stock
certain parts. Shops that stock belts, hoses or other hard part items sometimes do
so only to find a marketing niche in their area. Stocking inventory can sometimes
yield the benefit of bulk discounts.
However, some shops refuse to stock any items at all. Frequently, the philosophy
here is that the shop does not want to "tie up" money in unused inventory that
often depreciates while sitting on the shelf. The plus side of this philosophy is that
the shop does not spend much time or money on an inventory system since it
depends solely on its parts suppliers to stock the items the shop moves frequently.
Profit drain, with regard to lost sales, is always one risk a shop takes when it
depends upon a parts network outside of its in-house forum to supply inventory
management needs. Shops that are outside of the "net" of a warehouse supply
area, as well as those which depend upon niche markets for their success, can use
automotive computer software programs to list, count and order parts
automatically.
The benefits of keeping significant quantities of parts in stock are not always
clear. The financial benefit must be high enough to justify not only the cash
expenditures for the stocked items, but also the time and money spent managing
the inventory, whether it is for employee time or for computer hardware and
software.
One Missouri shop owner said he routinely stocks accelerator and clutch cables at
the expense of a couple thousand dollars at a time. His philosophy follows in
stride with the manufacturers' recommendations that these items be replaced at
time/mileage intervals or whenever a clutch replacement is being handled, and he
said his customers usually accept his suggestion that these parts be replaced. His
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20. bottom line, he says, has been better since the shop started stocking its own
cables.
He also reiterates the fact that he has few comebacks by following this practice.
Graham Automotive of Springfield, Mo., has been in business 27 years. Owner
Dan Stomboli said that inventory management has pretty much become a thing of
the past since parts houses have "geared up" with electronic ordering. Still, he
concedes, his shop has a limited amount of inventory that is tracked with a
software program, and daily ordering has become the ordinary business practice
that his facility uses to keep inventory management at a relatively simple level
that can be grasped by anyone in the organization.
Another Springfield shop owner said he carries only those items that might
otherwise hold up a job by having to be back ordered, even though his shop
moves these parts only once or twice a year. He stocks the items and sells them
for "premium" prices because he has them immediately available for installation.
In addition to consumers paying these premium prices, other shops sometimes
buy these parts from him when they need them immediately.
Some shop owners think simple "garage-keeper" software programs are the best
buys for inventory management. Some use customized programs, and others rely
on integrated shop management systems or similar "do all" package systems.
Tire stores tend to use some of the best inventory systems on the market. The
reason is not surprising considering the fluid nature of the tire business and the
importance of having the right tires in stock. Custom-designed software systems
are the most often used programs for these businesses. Many tire dealers also
depend on "corporate designed" systems for total shop management as well as
inventory control when they are associated with a franchise. The biggest plus of
having one of these systems, according to several shop owners, is having a
comprehensive, proven inventory management system that tracks problem areas
and automatically makes corrections when needed.
Body shops use integrated management systems to track inventory, in addition to
performing tasks such as payroll and estimating. St. Louis Auto Body,
Springfield, Mo., keeps parts on-hand only for jobs already on site. Parts are
stored in a separate building until they are needed for the repair.
Inventory of paint in body shops is usually kept in stock and managed with
customized inventory systems integrated as part of the shop's master management
program.
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21. Shops that have been using computers for estimating and for technical programs
should look to expand those efforts toward a good inventory software program.
The most important part of any inventory programming effort is finding the time
to set it up properly.
Comprehensive business software programs that incorporate inventory functions
as merely one of many features are not always the best choice for a shop. Take the
time to search out automotive-related programs, establish that the program will
perform the functions you need and make sure to find out which systems have
been working well for your fellow association members.
Take the leap into the new millennium with a well-devised management plan, and
make that plan part of your business operation. By counting on a quality inventory
management program to bring you into the next century, you will facilitate the
success that comes from good overall management techniques.
Charitable Inventory
Do you have old, unused inventory that has been accumulating dust on your
shelves for years and has little or no chance of ever being used? Consider
donating the parts and supplies. Educational Assistance Ltd. (EAL) accepts
donations of new and used excess inventory from companies and corporations
nationwide.
By exchanging these goods for scholarships within their own national network of
accredited colleges and universities, EAL provides educational assistance for
many needy persons each year. Items not appropriate for trade-off to colleges can
be sold outright to support the program and its efforts.
Inventory Software Features
Following are some standard features that adequate shop inventory management
software programs should include:
Encryption: Represents a dealer code for any particular item to be
followed on inventory roles.
Tax digest information: Answers whether the item taxed at the time of
sale (retail) or by the purchaser (resale).
Inventory tracked: Represents the majority of items found as SKUs in
typical automotive inventory. In some cases, software will track
operations and automatically reorder parts or supplies when needed. A
typical example is a case of grease cartridges for chassis lubrication. If 12
typical lube jobs deplete a cartridge, and there are 12 cartridges to a case,
then after 144 lube jobs have been tracked by the inventory block,
automatic reorder will take place.
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22. Sales price: Items may be bumped up or down individually or as part of a
trend across the inventory block. Criteria for pricing up or down may be
initiated by a single vendor code on the last reorder.
Last sale date: This is important data used to measure the amount of time
an item sits on a shelf, or the "movement rate" of that particular item.
Costs: This refers to the standard buying prices of items stocked. This
area may also track trends in price increases on items.
Sales traffic: Shows the total activity of a product or group of products as
they move in or out of inventory. This function is used by programs to
identify trends through a graphing format, or to alert inventory managers
of changing factors that may affect gross profits or result in bottlenecks in
operations.
Quantity price structuring: Used by inventory programs to track and
maintain quantity levels, and ensure adequate buying levels set in the
program's directory. In any given program, the upgrade of an item because
of increased upward traffic will cause the program to automatically seek
out the next buying level during the automated reorder.
Alternative vending: Used to store a second or third choice of a stocked
item from an on-site or off-site source. This data may be manipulated by
off-site vendors with regard to each individual shop's buying venue.
Register, totalizer records: Includes the on-hand dollars, purchase units,
purchase dollars, unit sales total, etc. Shipping dates may be projected, and
order confirmations will be accumulative if more than one order date has
been set.
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23. PRACTICAL STUDY OF THE ORGANIZATION # 2
ACCORDING TO BANKING COMPANIES ORDINANCE 1962
“Banking means the accepting, for the purpose of lending, or investment, of
deposits of money from the public, repayable on demand or otherwise, and
withdraw able by cheque, draft, order or otherwise.”
“Banking companies mean companies which transact the business of banking in
Pakistan.”
COMMERCIAL BANK
“The commercial bank receives surplus money from the public and lend to others
who needs funds. Bank collects cheque, bills of exchange etc from customers. It
transfers money from one place to another. It provides agency and general utility
services. Purpose of commercial bank is to earn profit.”
HISTORY OF ASKARI COMMERCIAL BANK
The banking sector has witnessed a dramatic change during the last ten
years with the development of Askari Bank, which is not only redefining
priorities and focus of the banks, but also threatening the domination of traditional
players.The story begins with the incorporation of Askari Commercial Bank
limited in Pakistan on October 09, 1991, Askari Bank Commenced (begin) to
operations in April 1992, as a public limited company. The bank is listed on the
Karachi, Lahore and Islamabad Stock Exchanges and the initial public offering
was over subscribed by 16 times. While capturing the target market share
amongst the view banks, Askari has provided good value to its shareholders. Its
share price has remained approximately 12% higher than the average share price
of quoted banks during the last four years.Askari Bank has expanded into a nation
wide presence of 83 Branches, and an Offshore Banking Unit in Bahrain. A
shared network of over 800 online ATMs covering all major cities in Pakistan
supports the delivery channels for customer service. As on December 31, 2004,
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24. the Bank had equity of Rs. 6.016 billion and total assets of Rs. 107.168 billion,
with over 475,000 banking customers, serviced by a total staff of 2,118.
Askari Bank is the only bank with its operational head office in the twin
cities of Rawalpindi-Islamabad, which have relatively limited opportunities as
compared to Karachi and Lahore. This created its own challenges and
opportunities, and forced as to evolve an outward-looking strategy in terms of
Askari market emphasis. As a result, Askari developed a geographically
diversified assets base instead of a concentration and heavy reliance on business
in the major commercial centers of Karachi and Lahore, where most other banks
have their operational Head offices.
Askari Commercial Bank is the only Private Sector bank that has been approved
by the World Bank as a Participating Financial Institution for the US$ 200 million
Line of Credit sanctioned (authorized) to the Government of Pakistan for the
Financial Sector Deepening and Intermediation Project.Askari's emphasis on
further broadening its core foreign trade business translated into handling a higher
volume of Export and Import business of Rs. 36 billion registering a growth of
42% over the pervious year. This enhanced foreign trade business was secured
due to excellent customer services and efficient international settlement
arrangements with our correspondent banks.Askari Bank is operating throughout
Pakistan. Most of the branches are connected through our State of the Art, On-line
Communications Network, which gives the bank a competitive edge in providing
instant services to its clientele. We also offer direct access to the latest Foreign
Exchange Rates through our Online Communications.
CORPORATE INFORMATION
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25. Board of Directors
Chairman
Lt. Gen. Waseem Ahmed Ashraf
Lt. Gen. (R) Masood Perwaiz
Mr. Kalim-ur-Rehman
Brig (R) Mohammad Shiraz Baig
Brig (R) Muhammad Bashir Baz
Brig (R) Asmat Ullah Khan Niazi
Brig (R) Mohammad Safdar Ali
Mr. Javed Ahmad Noel
Mr. Zafar Alam Khan Sumbal
Mr. Shahid Hafeez Azmi
Mr. Mohammad Afzal Munif, FCA
Mr. Tariq Iqbal Khan, FCA
Chairman Executive committee
President & Chief Executive
Director
Director
Director
Director
Director
Director/Secretary
Director
Director
Director (NIT Nominee)
Audit Committee
Chairman
Mr. Muhammad Afzal Munif, FCA
Member
Brig (R) Muhammad Shiraz Baig
Brig (R) Asmat Ullah Khan Niazi
Mr. Zafar Alam Khan Sumbal
Member
Secretary
FINANCIAL POLICIES
The financial policies of any bank are the most important policies through which
the whole banking activity is conducted. These policies are primarily conducted
on:
Source of funds
Use of funds
SOURCE OF FUNDS:
The bank finance policy is acquiring funds from the following sources:
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26. Deposits of account holders.
Interest on advances and loans granted to the borrowers.
Income and commission from the services provided by the bank.
Bank open various types of accounts for its customers Services are
provided for earning.
Interest income and commission bank providing the services to its
customer.
USE OF FUNDS:
After the acquisition of the funds their acquisition become necessary. The bank
seeks the best way for making investment to got more profit with the maximum
security. The bank has an investment portfolio in which it allocate its funds for
crediting to borrowers, investment in the stock market, investment in the real
estate property etc. for allocation of funds a bank has to follow some banking
policies and the prudential regulations of SBP these are:
A bank has to maintain a liquidity with central bank ,i.e. 25 %of its total deposits.
A bank cannot invest all of its funds otherwise it will be difficult to meet urgent
needs.
A substantial part of funds is received from interest on loans and advances. Before
granting a loan the bank analyze and observe the borrower and conduct a
complete ratio analysis. Bank prepare credit line for this purpose the major thing
is granting an advance is the security offered by the borrower and its actual
market value.
PRODUCT AND SERVICES
The product & services of askari commercial bank limited are developed
keeping in view the customers needs & wants, & the expectation that the
customer attaches with its financial institutions.A product ACBL includes all
those services which customer normally required for effectively managing his
business. ACBL offers the following financial services to its customers.
1) Deposits
2) Advances
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27. 3) Products
4) International banking services
5) Agency services to customers
1) DEPOSITS
One of the basic functions of commercial banking is to receive deposits.
ACBL accepts deposits in both local & foreign currency.
Local currency deposits
Current Account
PLS Saving Account
Term Deposit
Notice Deposit
Askari Faida Account
Askari Special Deposit Account
Value Plus Saving Account
Askari Advantage
Current Account
A current account is a running & active account, which may be operated upon any
number of transactions during a working day. The banker undertakes to repay
these on demand & therefore theses account are called demand deposits.
Transaction fee
The bank charges no transaction fees if the minimum balance requirement is met.
However, if the average balance falls below the min. balance then the fees is
charged at the rate of Rs. 10 per transaction.
Saving Accounts
The saving account is usually opened by lower or middle class people so that they
can meet their future contingencies, as the objective of such account is to
promoting the habit of thrift among people, the bank impose certain restrictions
on withdrawals from the saving accounts.
Transaction fees
28.
Transaction fees are charged of Rs. 20 per transaction if the min balance is not
met.
2. ADVANCES
Advances are major sources of earning of income for commercial banks.
Banks attracts surplus balances from the customers at low interest rates &
makes advances at higher interest rates to the individuals or business firms.
ACBL offer these facilities in two forms:
Funded facilities
Non- Funded facilities
Funded facilities
In funded facilities the bank actually advance money against further repayment.
These facilities are known as cash credits.
Non- Funded facilities
Non- Funded facilities are those in which bank substitutes its own credit for its
customers.
ACBL offers to its customers are large number of non-funded facilities.
These facilities includes:
1. Guarantee
2. Latter of credit
Irrevocable letter of credit
Revocable letter of credit
Sight letter of credit
Usance letter of credit
3. PRODUCTS
PERSONAL FINANCE
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29. Personal Finance is a parameter driven product for catering to the needs of the
general public belonging to different segments. One can avail unlimited
opportunities through Askari Bank's Personal Finance. With unmatched finance
features in terms of loan amount, payback period and most affordable monthly
installments, Askari Bank's Personal Finance makes sure that one gets the most
out of his/her loan. Once a good credit history is established, the door to
opportunity opens much wider.
MORTGAGE FINANCE
Askari "Mortgage Finance" offers the convenience of owning a house of choice,
while living in it at its rental value. The installment plan has carefully designed to
suit both the budget & accommodation requirements. It has been designed for
enhancing financing facility initially for employees of corporate companies for
purchase/ construction/ renovation of house. The maximum financing amount is
Rs. 10 million with a repayment tenure upto 20 years.
BUSINESS FINANCE
In pursuance of the National objectives to review the economy of the country,
ACBL is providing loans to small and medium size business enterprises under
Askari Bank's Business Finance Scheme. Our goal is to offer a loan, which
enables business community to receive the financing required by them based on
their cash flows. Ore valued customers can enjoy the convenience of getting
financing on attractive terms with the minimum processing turnaround time.
ASKCAR (Car Finance)
Yet another of our products, Askar offers the most convenient and affordable
vehicle- financing scheme, which provides our valuable customers an opportunity
to own a brand new vehicle of their choice. With minimum down payment, lowest
insurance rates and widest range of available car makes and models, Askcar offers
the best value to our esteemed customers.
ASKCARD
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30. ASKCARD means freedom, comfort, convenience and security, so that you can
have retail transactions with complete peace of mind. ASKCARD is your new
shopping companion which enhances your quality of life by letting you do
shopping, dine at restaurants, pay your utility bills, transfer funds, withdraw and
deposit cash through ATM anywhere, anytime.
TRAVELLER CHEQUES
The range of our products and value added services enhances with introduction of
Rupee Travellers Cheques (RTCs) launched in March 2002. In spite of our
constraint on issuing higher denomination of RTCs against restrictions imposed
by the Central Bank of Pakistan we have been striving to attain our shares with
sizeable portfolio. Total volume handled by the department during the year 2004
is Rs. 798 Million.
ASKPOWER
Askpower represents a useful tool with which to make secure payments without
the need to have any account, a debit or credit card. This card comes with a
number of unique features and diversified usage capabilities like cash withdrawal
from ATMs, payment of utility bills through ATMs and internet Banking, transfer
of balance to another card and refill option. The prepaid card is enjoying a great
success all over the country.
VALUE PLUS
The first liability product launched by this unit is showing a remarkable
acceptability in the market. The growth of this product is witnessed by its share,
which has presently reached at Rs. 1,079 Million even after lowering down the
profit rates due to sufficient liquidity in the market.
ASKARI MASTER CARD
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31. NO JOINING FEE
When you successfully apply for an Askari MasterCard, we will not charge you
any Joining Fee. It s almost like you are getting it for FREE!‟
GLOBAL ACCEPTABILITY
Your card provides you with service at thousands of locations in Pakistan, and at
over 23 million establishments worldwide. As an added convenience, you will
have the benefit of receiving your monthly billing in Pak Rupees, regardless of
the currency of purchase.
24-HOUR CUSTOMER SERVICE
With Askari MasterCard, you are always a phone call away from the assistance
you need. To speak to one of our friendly Customer Service representatives,
please call our UAN 111-000-787 for Karachi, Lahore or Rawalpindi/ Islamabad.
LOW SERVICE CHARGES
Your Askari MasterCard provides you the experience of revolving your spending
at comparatively low service charges. In addition, the same rate also applies to
cash advance obtained on your Askari MasterCard.
ZERO LOSS LIABILITY
Please report loss or theft of your Askari MasterCard immediately at our
Customer Services UAN 111-000-787 for Karachi, Lahore and
Rawalpindi/Islamabad. Once you have registered the loss of your credit card, your
liability against its fraudulent use will be limited and we will send a replacement
card within 48 hours of reporting.
SUPPLEMENTARY CARDS FOR YOUR LOVED ONES
Save yourself the inconvenience of applying for a separate Askari MasterCard for
your loved ones by requesting supplementary cards when you apply for your own
card. You will receive a consolidated monthly account statement, which covers all
the cards. This offer is available for your loved ones over 18 years of age.
CASH ADVANCE FACILITY
Cash advance facility is available for Askari MasterCard holders. You can get up
to 80% of your sanctioned credit limit as cash advance in Pakistan or anywhere
else in the world. The facility is available at all ATMs displaying the Cirrus logo
31
32. around the world and in Pakistan. You may also avail this facility at designated
branches of Askari Commercial Bank, during banking hours.
BALANCE TRANSFER FACILITY
With Askari MasterCard, you can avail an incredible offer of a Balance Transfer
at the exclusive rate of just 1.5%* per month.
A special privilege exclusively for Askari MasterCard members
FREE TRAVEL INSURANCE
Just purchase your travel tickets on Askari MasterCard and you are automatically
covered under our Travel Insurance Plan (in case of personal accident resulting in
death or permanent disablement) for up to Rs.8,000,000/- on a Gold Card and
Rs.4,000,000/- on a Silver Card.
INVENTORY CONTROL PROCEDURE IN THE BANK
Inventory control is a delicate balancing act between how much stock you must
have on hand versus how much you can keep with the supplier and order at need.
Complete inventory control means considering every item involved in your
business from raw materials to finished goods. An effective business has a well-
oiled supply chain where capital is not tied up and production flows smoothly.
This can only be accomplished in conjunction with proper inventory control
techniques.
A Balancing Act
Your personal business needs drive the decisions you must make in terms of
space you can designate for stock, fees for storage, cost in bulk versus regular
ordering, speed of product turnover and many other factors. One must consider
speed of vendors and suppliers. How long does it take them (taking into account
possible errors and delays) to replenish your stock? Does your product have a
high risk in terms of becoming obsolete and rendering your stock on hand as
wasted capital?
Advantages/Disadvantages of High Stock
Having a great deal of stock on hand is certainly an advantage. Clients who have
to wait may very well choose a competitor who is better stocked than you.
Emergencies and unforeseen circumstances could render your competition
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33. without vital resources, while you have a comfortable amount on hand. However,
one has to take into account insurance costs, goods perishing, management costs
and having capital tied up due to buying large amounts of merchandise.
Minimum Stock Level
It is important to identify a minimum stock level where you can function at
normal speed and are comfortable with the amount of time suppliers take to
restock. Regular reviews of stock allow scheduling of reordering and accurate
measurements of sales and profitability. A goal of business owners is JIT, or Just
In Time, meaning to have stock delivered and purchased by the end-user with a
minimum of wait time. Many times, JIT can only be determined by experience
and trying out diverse variables such as seasonal purchasing changes, economic
slumps and recoveries.
First In, First Out
First In, First Out, or FIFO, is especially important for perishable stock. FIFO
means that stock is arranged and identified by date received and a strict order is
followed though the production line to be sure the oldest stock is removed first. A
clear example of this is how milk at a grocery store is displayed to the consumer
with the most current date at the front (where more people will pick it up) and the
latter dates in the back, giving the newer bottles more time to leave the store
before expiration.
Security
Stock security from outside intruders as well as staff is of vital importance. Retail
stores lose many millions of dollars through shoplifting. Be sure stock is delivered
to a secure area. More valuable stock ought to have additional security. Work
with your staff to detail security procedures. Many times, thieves work in groups
and use standard techniques to distract employees and take stock. Train staff in
identifying potential issues and have a clear method of reporting.
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34. SWOT ANALYSIS
An analysis indicating towards the organizations strengths, weaknesses,
opportunities and threat is termed as SWOT Analysis. Such an analysis is very
important for the management in retaining the strength, overcoming the
weaknesses, capitalizing over the emerging market opportunities, and carving
ways to successfully tackle with the threats and ultimately converting them in the
strengths for the organization.
During six weeks of my stay at Askari Commercial Bank, Shahalam Market
Lahore, I have come across the following SWOT analysis of the bank.
STRENGTHS
LEADING PRIVATE SECTOR BANK:
Askari commercial bank is the leading private sector bank in the banking network
in Pakistan with many of them online branches in major cities of the country
AUTOMATIC OPERATIONS:
The operations performed by the bank are highly automated that result in
assurance for the customers that their transactions are completed reliably,
efficiently and securely.
FULL DAY BANKING
One can avail the benefit of the services provided at the bank till 5:00 P.m. which
is highly useful for those customers who find it difficult to leave their officers in
the morning..
ATM NETWORK
The bank has the largest ATM Network cross the country. The customers of
ACBL withdraw access their funds any time at all the ATM Sites with
ASKCASH Logo.
CUSTOMIZED SOLUTIONS
The management of the bank believes in customer focused banking rather than the
product oriented banking. The products and services designed by the bank are
specifically tailored to the individual needs of its customers.
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35. CUSTOMER ORIENTED BANKING
The priority banking centres of the bank offer an unmatched where the customer
receives highly privileged services in a highly elegant environment. It gives the
chance of experiencing new standards in banking. Designed specially for those
who appreciate only the finest things in life, Priority Banking offers the very
highest levels of personalized banking to match customer s unique status.‟
ELECTRONIC BANKING
The revolution in the banking in the form of electronic banking operations have
opened avenues of excellent, efficient and quick services saving the time and
costs of the customers and fortunately ACBL is among those few banks who are
already reaping the benefits of electronic transactions.
ELECTRONIC FUNDS TRANSFER
ACBL management is quite prepared to adopt the latest advancements in
technology resulting in revolution in the banking operations such as check
clearing process, computer based teller equipment, automatic teller machines, and
electronic funds transfers among the others.
PHONE BANKING
Phone banking service is very attractive for those classes of customers who don t‟
have time to personally come to the bank i.e. banking on the phone line thus
saving the precious time of the customers.
ETHICAL CONCERNS AND PUBLIC IMAGE
The organizations showing concern for the people, ethics, and environment enjoy
good public reputation and are able to reap the benefits in the long run. ACBL
management is quite sensitive to this issue.
WEAKNESSES
In my opinions these are the points that might be detrimental to the efficiency and
profitability of the bank.
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36. NOT HIGHLY AUTOMATED
The bank has still some of the traditional ways of operations in this advanced
technological environment.
MANUAL BOOK-KEEPING
Although the bank has computerized accounting system but, still the bankers use
to make their entries in the accounting register.
LOW JOB SATISFACTION
Understanding and the effective management of the human resources is the most
difficult challenge faced not only by the bank but by all the organizations. Even
though the people have been sacrificed in the new organizational developments, it
is becoming clear that the true lasting competitive advantage comes through
human resources and how they are managed. ACBL seems to not focusing on this
highly critical issue as the job satisfaction level of the employees working at
ACBL, was quite low.
LACK OF SPECIALISATION
This famous and useful concept given by Adam Smith in 1776 seems to be
missing in the bank. The employees are constantly rotated from one job to another
job of totally different characteristic in the view of giving them the know-how of
the working in all the departments. But I think this is not a very good tactics used
by the management. Otherwise the situation might be like this „Jack of all and
master of none.‟
CENTRALIZATION
There is a high degree of centralisation in the bank. Almost all the decision-
making is in the hands of the upper management. But centralisation is effective up
to a certain level otherwise it becomes inefficient and at times costly too. I
personally observed that delay occurred in the operations of the employees only
due to the fact that they had not got any instructions from the head office.
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37. LACK OF TRAINING FACILITIES
Presently there is no specific training program arranged for the new recruiters.
They have to learn based on their observations and also their mistakes. It takes a
bit time for the fresh one to learn the banking the result is huge amount of
blunders, mistakes etc. resulting in monetary and non-monetary losses for the
bank. There is pressure not only on the new learner but also on the person placed
upon with this responsibility.
OPPORTUNITIES
Apart from the ones discussed in External Factors Evaluation Matrix, the bank is
facing the following threats and opportunities currently:
These are positive external environmental factors effecting the organization.
It deals in bulk business.
A large amount of foreign investment is attracted.
Strong potential for growth
Steady increase in Customer Deposits
Overseas Operations
Branches In Remote Areas
Islamic Banking
Sharp increase in imports and exports
THREATS
High Employees Turnover
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38. As discussed above, the job satisfaction level of the employee is very low
resulting in high turnover, which is bad for any organization as there are huge
monetary and non-monetary costs involved in the fresh recruitments.
High charges
The schedules of charges indicate that the fees charged by the bank on the various
services it provides are extremely high. It may result in decrease in the number of
its exiting customers. Further more, this could be very alarming situation for the
bank in case some of the competitors grasped the opportunity and lowered its
rates. The result would be either the lost of market share or decrease in the
charges resulting in lowering the bank s income.‟
Less attractive rate of return
Commercial banks face considerable competition in attracting deposits from
individuals or small investors. In contrast, the Govt. of Pakistan national saving
scheme offers attractive rates of return (approx. 16 to 18 percent annually) on 10-
15 year fixed accounts, which banks find difficult to match.
Stiff Competition
SCB is currently facing strict competition from the foreign banks especially the
American who banks enjoy a good market position. Collectively U.S. banks hold
approximately 9 percent of all commercial banks' assets. At present, three
American banks are operating in Pakistan: American Express Bank; Bank of
America and Citibank.
Less Experienced Staff
Owing to huge turnover of the employees, the no. of experienced and well trained
staff is very low. Majority of the staff working in the bank branches is quite
young and inexperienced. If the bank failed to bring down its high employees
turnover, then it would be lacking the most important resources of any
organization i.e. the experienced staff.
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39. DATA COLLECTION METHODS
The four methods of secondary data collection are as follows:-
1) Internet search, using online resources to gather data for research purposes.
This method is not usually very reliable and requires appropriate citation and
critical analysis for findings.
2) Library search and indexing, this technique requires to go through written texts
that have already done similar work and utilizing their researches for your
dissertations.
3) Data collection organizations, for example Gallup and AC Nielsen conduct
researches on a recurrent basis ranging in a wide array of topics.
4) News Papers and Magazines, journals and other similar periodicals.
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40. CONCLUSION
Inventory Management and Inventory Control must be designed to meet the
dictates of the marketplace and support the company's strategic plan. The many
changes in market demand, new opportunities due to worldwide marketing, global
sourcing of materials, and new manufacturing technology, means many
companies need to change their Inventory Management approach and change the
process for Inventory Control.
Despite the many changes that companies go through, the basic principles of
Inventory Management and Inventory Control remain the same. Some of the new
approaches and techniques are wrapped in new terminology, but the underlying
principles for accomplishing good Inventory Management and Inventory activities
have not changed.
The Inventory Management system and the Inventory Control Process provides
information to efficiently manage the flow of materials, effectively utilize people
and equipment, coordinate internal activities, and communicate with customers.
Inventory Management and the activities of Inventory Control do not make
decisions or manage operations; they provide the information to Managers who
make more accurate and timely decisions to manage their operations.
The basic building blocks for the Inventory Management system and Inventory
Control activities are:
Sales Forecasting or Demand Management
Sales and Operations Planning
Production Planning
Material Requirements Planning
Inventory Reduction
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41. The emphases on each area will vary depending on the company and how it
operates, and what requirements are placed on it due to market demands. Each of
the areas above will need to be addressed in some form or another to have a
successful program of Inventory Management and Inventory Control.
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42. RECOMMENDATIONS
Strategic Sourcing is the systematic procurement process that continuously
improves and re-evaluates the purchasing activities of a company. It is a form of
supply chain management.
Do you have rotating equipment that sits in parts for extended periods (such
as critical spares)? Write a PM to have the shafts turned periodically. If left too
long in one position, flat spots brinelling will form on the bearings which will
start premature deterioration once installed in the machine.
When kitting materials, the time at which you perform the data entry is
critical. We all know that emergencies happen Monday through Friday 10:00 am
to 2:00 pm. But in the rare case that an emergency does occur in the off hours the
tradesman must have the ability to see where the part they need is located. If you
kit work orders weeks or days in advance and relieve the perpetual inventory, the
burden of tracking the history falls on the tradesman and their computer skills. A
better process is to relieve inventory when the part physically is removed from the
storeroom operation.
How do I store belts, electric boards, bearings, pumps, gear boxes, etc? A
very good place to start could be with your sales person, supplier or distributor.
You're paying for a service whether you realize it or not. Why not take advantage
of it? Your sales person or supplier visits dozens of other facilities and sees first
hand how someone else is storing materials as a best practice. Ask the question
"I'm having a problem with this, have you seen it stored better anywhere else?"
What are critical spares and how should we determine them? Critical spares
in stores are the security blankets we have to satisfy our need to cover our
backsides. Ask a Maintenance or Operations Manager what they want kept in
stores and they'll say they want one of everything. That's not reasonable or
42
43. feasible especially if the goal of the Purchasing Manager is to reduce inventories
by 10%! Determining critical spares inventory is a methodology of using
scientific analysis and making a cross-functional non-emotional business
decision. Failure Mode & Effects Analysis (FMEA) or Simplified FMEA's are a
good place to start the analysis. A cross-functional team should consist of
members from Operations, Maintenance, Purchasing, and Engineering. Only
when the proper people and tools are utilized can we then make the right choice
on what to stock and what not to.
Inventory turns is a good performance measure of how well your material is
managed, but it should not be used by itself. Service level is an important measure
as it directly relates to downtime (no parts = long repairs), and therefore revenue.
Even service level measurement accuracy can be a problem, as they are often
under-reported by inventory control and through the maintenance personnel who
order material directly thinking the parts are not likely to be available.
If Maintenance is still operating in a reactive manner, then imposing
requirements where they must forecast their requirements and ordering material
only when it is required may likely result in frequent "show stoppers". It might be
more effective to help them wherever it is possible in organization.
How much time is spent physically looking at parts to determine if the
stockroom catalog is describing the one that is really needed? Why not include
graphics with your computerized catalog description of the part. Hyperlinks can
be embedded in the catalog that could connect to an exploded view of the
machine being worked on or even the individual part itself. Scanning in graphics
or even taking pictures with the digital camera in your phone makes this easy.
Time is money. - (Joe McAfee, Marshall Institute)
Since time is money and a large number of items that we need to have on
hand cost so little (comparatively speaking) why spend money inventorying
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44. quantities and tracking requisitions of penny-ante items (screws, butt-splices,
etc.)? Instead a "free issue" area in the stock room could contain the low cost
items that constitute over 50% of the line items we stock. All stock room
personnel need do is to assure that the bins don t run out and that unauthorized‟
individuals are not filling their pockets. - (Joe McAfee, Marshall Institute)
Are you keeping your printed circuit boards in their static proof sleeves?
These intricate parts must be protected at all times so they function properly when
being installed.
HVAC controlled atmosphere is critical to keeping the condition of your
parts stable. Do you have bearings rusting on the shelf? Is everything covered in
dust? A sealed, HVAC controlled room will help eliminate deterioration and
contamination of your parts. Remember, you don t want defective parts being‟
used during your repairs!
Do you have rotating equipment that sits in parts for extended periods (such
as critical spares)? Write a PM to have the shafts turned periodically. If left to
long in one position, flat spots will form on the bearings which will start
premature deterioration once installed in the machine.
Have you identified your critical spares? Critical spares = Long Lead
time (4-6 weeks) X Critical to Production Equipment X High Part Cost. These
parts are like life insurance. You hope you never need them, but they better be on
the shelf if you do.
Keep key stock in the shaft of your rotating equipment so it is already there
when the part is ordered out. This will increase the mechanics effectiveness, not
having to stop and order it and hopefully so they will not use the old key stock
which is probably worn.
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45. Are your V-Belts hanging on hooks in your parts room indefinitely
before use? Over time, these belts will become warped and crack at the hang
point. Upon installation, you have just introduced a defective part into your
equipment and increased the likelihood of premature failure.
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46. 1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
REFERENCES
The First Steps to Inventory Management
Kieso, , DE; Warfield, TD; Weygandt, JJ (2007). Intermediate Accounting
8th Canadian Edition. Canada: John Wiley & Sons. ISBN 047015313X.
Professional Inventory Management
Tempelmeier, Horst, Inventory Management in Supply Networks,
Norderstedt (Books on Demand) 2006, ISBN 3-8334-5373-7
Extending the Pareto Principle to MRP Controlled Parts and Regaining
MRP Control
Business Inventories monthly report
Inventory Optimisation
A very basic guide to setting up an inventory system.
Optimizing Retail Inventory Service Level & Turnover in Excel
Cannella S., Ciancimino E. (2010) Up-to-date Supply Chain Management:
the Coordinated (S,R). In "Advanced Manufacturing and Sustainable Logistics".
Dangelmaier W. et al. (Eds.) 175-185. Springer-Verlag Berlin Heidelberg,
Germany.
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